logging in or signing up Motivation power point aSGuest18067 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 2576 Category: Entertainment License: All Rights Reserved Like it (0) Dislike it (0) Added: May 06, 2009 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: shumba (26 month(s) ago) Hi, Motivation & Retention Power Point is really great! I would like to save it on my computer, how can I do this? Thanks Shumba. email me at pehps@msn.com Saving..... Post Reply Close Saving..... Edit Comment Close By: pao_perez08 (28 month(s) ago) Hi this presentation is great! 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Edit Comment Close Premium member Presentation Transcript MOTIVATION and RETENTIONWORKSHOP : MOTIVATION and RETENTIONWORKSHOP PANEL MEMBERS : PANEL MEMBERS Dan Gallegos Larry Silva Clairen Davenport Nan Wason MOTIVATION means : MOTIVATION means To stimulate To impel To move To induce The Basics of Motivation : The Basics of Motivation Motivation is the result of the interaction between a person’s internalized needs and external influences that determine behavior “a reason to put forth your best effort” Theories of Motivation : Theories of Motivation Classical Theory Maslow’s Hierarchy of Needs Two Factor Theory Theories X and Y (Human Resources Model) Expectancy Theory Equity Theory Goal Theory Classical Theory : Classical Theory Theory holding that workers are motivated solely by money Maslow’s Hierarchy of Needs(1939-1943) : Maslow’s Hierarchy of Needs(1939-1943) Maslow argued that needs are hierarchical and that lower level needs must be met before a person will try to satisfy higher level needs Once a need has been satisfied, it ceases to motivate behavior People have different needs and are motivated by different things Two Factor Theory (Hygiene)Frederick Herzberg (1975) : Two Factor Theory (Hygiene)Frederick Herzberg (1975) A managers poor handling of hygiene (maintenance factors) is the primary cause of unhappiness on the job. Motivation factors are the primary cause of job satisfaction. The presence of maintenance factors will not increase satisfaction. Maintenance Factors : Maintenance Factors Salary Job Security Working Conditions Status Company Policies Quality of technical supervision Interpersonal relationships among peers and supervisors Motivational Factors : Motivational Factors Achievement Recognition Responsibility Advancement The work itself Possibility of Growth Human Resources Model (Theory X & Theory Y) : Human Resources Model (Theory X & Theory Y) Douglas McGregor (1960) Individual management philosophy reflects one of two sets of assumptions about workers The two sets were called Theory X and Theory Y Theory X : Theory X People basically dislike work and avoid it where possible People have to be closely supervised and threatened with punishment Most people prefer to be told what to do, have little ambition, and want security Most people have little creativity Most people have limited intellectual potential Theory Y : Theory Y Most people find work natural as play or rest and develop an attitude based upon their experience with it People respond better with rewards than punishment People will seek out responsibility People possess a high degree of imagination People have high intellectual potential Expectancy TheoryVictor Vroom (1964) : Expectancy TheoryVictor Vroom (1964) Before choosing a behavior, an individual will evaluate various possibilities on the basis of anticipated work and reward An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual Equity Theory : Equity Theory People’s behavior relates to their perception of the fairness of treatment they receive Most professional athletes use equity arguments to support their salary demands Outcomes of perceived unfairness GOAL THEORY : GOAL THEORY Intentions to work towards a goal are a major source of motivation High goal will result in high level performance Participation facilitates acceptance Slide 19: Locke’s Goal Setting Model Encouraging goal- attainment strategies Increasing persistence Regulating effort Directing attention Goals motivate by... Task performance WHY BE CONCERNED ABOUT RETENTION : WHY BE CONCERNED ABOUT RETENTION The AMA conservatively estimates the cost of replacing an employee is approximately 30% Higher skilled jobs may be up to 1.5 times their annual salary In a business employing 1000 workers and the average wage of $10 and assuming a 10% turn over, the annual impact on profits would be $840,000 HOW DO YOU RETAIN GOOD EMPLOYYES : HOW DO YOU RETAIN GOOD EMPLOYYES How to keep customers : How to keep customers How to keep employees : How to keep employees Prescription for retention : Prescription for retention Simply by making a connection and making them feel connected : Simply by making a connection and making them feel connected Connection results in commitment and will offer extra effort. You are connecting when you understand the needs of your employees. Remember the golden rule : Remember the golden rule Treating them like human beings day to day. Treating them like you wish to be treated (and not how you are being treated. Treat with respect and dignity. Slide 27: Show them you care or are interested in them. Attitude, attitude, attitude Show them though your actions that they are special Visit with them and show them that you are genuinely interested Stop using “I” or “my” or “me.” Replace it with our, we, and us. : Stop using “I” or “my” or “me.” Replace it with our, we, and us. Involve Employees : Involve Employees When possible include them in the decision making process (even when you may have made the decision) Trust them : Trust them Change managing style – move away from Theory X and towards Theory Y type management. : Change managing style – move away from Theory X and towards Theory Y type management. Prepare for Change : Prepare for Change Pull out all the stops and change management style from the old role of management from planning, organizing, implementing, and measuring to counseling, coaching, facilitating employees though processes, and winning resources for employees One of the most important motivational techniques is to listen to them. : One of the most important motivational techniques is to listen to them. Hire right, hire smart, find the best-matched person for the job, and participate in their success. : Hire right, hire smart, find the best-matched person for the job, and participate in their success. Sam Walton said : Sam Walton said “I think our story proves there’s absolutely no limit to what plain ordinary people can accomplish if they’re given the opportunity and encouragement to do their best.” ATTRACTING ANDRETAINING EMPLOYEES : ATTRACTING ANDRETAINING EMPLOYEES ATTRACT & RETAIN EMPLOYEES : ATTRACT & RETAIN EMPLOYEES Developing a Strategy Attracting asks the question, “Why would anyone want to work at this company?” Retaining asks the question, “Why would anyone want to stay at this company?” ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Decide on what is important to attract the best candidates. Money may not be the most important factor. Decide on the content of your advertisement and design it to arouse the interest of potential candidates. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Mention other benefits of the position: Flextime Casual dress code Location Career development Team identification Great Benefits Enlightened Management ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Resources for new employees: Internal development and promotion, Local or national help wanted ads, Recruiters, Other employees, Internet, Temporary to regular employment agencies, Interns, Recruitment at colleges and universities, Government agencies and programs. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Critical hiring criteria Intellectual competencies: Intelligence, Analysis skills, Judgement/Decision making, Conceptual ability, Creativity, Strategic skills, Risk taking, Leading edge, Education, Experience, Track record. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Personal Competencies: Integrity, Initiative, Organization/Planning, Excellence, Independence, Stress management, Self awareness, Adaptability, First impression, Listening, Customer focus, Team player, Assertiveness, Oral communications, Written communications, Political savvy, Negotiation, Persuasion. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES MANAGEMENT COMPETENCIES: Coaching/Training, Goal setting, Empowerment, Performance management, Team Builder, Diversity, Vision, Change leadership, Inspirational, Conflict management, Energy, Enthusiasm, Ambition, Compatibility. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Do Your Homework Perform thorough job analysis focusing on the essential job functions. Write job descriptions that contain required competencies. Be prepared to present and discuss job descriptions to the candidates. RETAINING EMPLOYEES : RETAINING EMPLOYEES Does your organization have a strategy of “a low rate of turnover is good for the company”? Some companies prefer higher rates of turnover because it tends to keep their long term payroll costs lower and brings in a regular supply of new blood. RETAINING EMPLOYEES : RETAINING EMPLOYEES If your company wants a low turnover rate then you have to begin to analyze what can be done to keep turnover to a minimum. Find out why employees are leaving: Exit interviews or maybe even formal surveys. Key Points to be raised during interviews or surveys: RETAINING EMPLOYEES : RETAINING EMPLOYEES Orientation: Does the company provide a comprehensive orientation program that eases the transition from applicant to employee or from one job to the other? Career Paths/Promotional Opportunities: Do employees feel that they have a future with the organization? Has the company given them reason to stay? RETAINING EMPLOYEES : RETAINING EMPLOYEES Salary Administration: Does the company offer competitive salaries, bonuses, and merit increases? Does the company offer compensation programs that other local employers don’t offer? RETAINING EMPLOYEES : RETAINING EMPLOYEES Benefit Plans: How important are such benefits as vacation, flextime, part-time work, scholarships, tuition reimbursement, medical and life insurance plans, retirement plans, long and short term disability plans, paid holidays, sick leave, bereavement pay, and jury duty pay. RETAINING EMPLOYEES : RETAINING EMPLOYEES The Work Environment; Is the physical environment comfortable and pleasant? Is the atmosphere relaxed and casual? Are the office facilities and equipment up to date? Proper Motivation: Supervisory training, Coaching, Involvement, Team building, and Recognition. RETAINING EMPLOYEES : RETAINING EMPLOYEES Establish a Retention Strategy Management has to support that strategy. Management has to be visible and accessible to employees and establish to the extent possible the interpersonal interaction necessary to build a long-term relationship. Offer upward mobility and give the employees the means to strive for advancement. RETAINING EMPLOYEES : RETAINING EMPLOYEES The company must be willing to invest in technology and equipment in order to allow employees to increase efficiency and productivity without increasing their workload. The company must be competitive in their own labor market. RETAINING EMPLOYEES : RETAINING EMPLOYEES The company must make the employee a part of the solution. The company should be willing to commit to training all employees and reward them for their efforts. Give newly trained employees the opportunity to apply what they have learned. AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Changes in Demographics Availability of labor especially in light of the “maquiladoras” absorbing labor. Proposed legislation AgJobs Act S1814 Effect of the proposed increase in federal minimum wage. Change in lifestyles in which migrant seasonal workers are favoring quality of life. Agricultural Issues : Agricultural Issues Lack of skilled/unskilled labor: Pressure to increase wages and benefits Possible unionization Mechanization Moving to less labor intensive crops AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Retention Factors Emphasis on Mechanization or improvement in methods of ground preparation, sowing, irrigation/fertilization, and harvesting. Try to get more work done with same amount of employees instead of eliminating positions. Trying to offer year round employment by changing crop mix or looking for new opportunities. AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Improve existing machinery in order to improve efficiency and productivity. Listen to your employees. They may have the solution to a better machine or process. Take advantage of the local demographics to attract/retain employees. Affordable housing, proximity to work, competitive wages and benefits. AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Be visible in the community. Support local schools, playgrounds, child care centers, local law enforcement efforts to control crime, employee of the month advertising in the local newspapers. The Possibilities to attract and retain employees are numerous. The days of plentiful labor are over. We will need to be proactive in order to attract and retain good employees. Employee Retention : Employee Retention Common Sense Approaches RETENTION : RETENTION 1. Offer Competitive Compensation. : Competitive pay and benefits are a given. Do make sure that your firm is competitive. Although few departing employees cite compensation as their top reason for leaving, your company must provide a competitive compensation and benefits program. 1. Offer Competitive Compensation. 2. Culture Fit. : 2. Culture Fit. Hire the right person. Much turnover is due to hiring mistakes and issues of chemistry or fit within an organization. Recent studies show that nearly 80 percent of turnover is due to hiring mistakes. 3. Integrate for Success. : 63 3. Integrate for Success. The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment. Implement a thorough, well-executed orientation program. Demonstrate your commitment to a new hire’s success early on and you will gain trust and commitment from the employee in the organization. 4. Align Competencies with Contributions and Make it Interesting. : 4. Align Competencies with Contributions and Make it Interesting. Try to make the necessary adjustments to ensure that employees are interested or best suited to what they’re doing and effectively aligned with what the company needs them to do. 5. Adhere to the new rules to compete for top talent. : 5. Adhere to the new rules to compete for top talent. There are different rules which govern a new generation of employees who have different needs. Playing by the old rules can lead to losing important resources to a competitor that has already dealt with the new reality. 6. Provide training and growth opportunities. : 6. Provide training and growth opportunities. Provide new employees with basic training in the beginning of the relationship. As they build time with the company, offer further training in recognition of their growth. The irony of retaining good people is that the more they feel they are able to grow and become more marketable, the more likely they are to stay. 7. Involvement and Information. : 7. Involvement and Information. Information is power, and employees want to be empowered with the information they need to know to do their jobs better and more effectively. And, more than ever, employees want to know how they are doing in their jobs and how the company is doing in its business. 8. Offer praise, recognition and increased visibility. : 8. Offer praise, recognition and increased visibility. People want to feel what they do makes a difference. Employers often fail to realize that some of the most effective things they can do to develop and sustain motivated, committed employees cost very little or nothing at all. 9. Reformat Evaluations. : 9. Reformat Evaluations. Up front, ask key employees, “What will it take to keep you motivated, interested and linked?” Key employees are more apt to stay with organizations that are interested in their unique situations. Out of this conversation should come a vulnerability report which leads to a plan. 10. Sweat the Exit Interview. : 10. Sweat the Exit Interview. Ensure that the interviewer is someone the exiting employee trusts, to capture the most honest feedback. Inaccurate explanations abound as to why employees leave organizations. Leaders must sort out fact from fiction, determine the competitive situation within their industry, and deal with the hard reality of their organization’s strengths and weaknesses. 11. Practice what you Preach. : 11. Practice what you Preach. People do not necessarily commit to an organization; they commit to the employees and culture that drive the organization. Establish your corporate values, then make sure you walk the talk. RECRUITMENT : RECRUITMENT Unappreciated No clear goals and objectives No reviews--No way to know how you are performing Personality conflicts Boss will not delegate Not Treated as an adult RECRUITMENT : RECRUITMENT Micro-managed No growth or upward mobility Benefits/Retirement/401(k)/Health Insurance. Bonuses Work Environment Lack of incentives Looking for flexibility You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
Motivation power point aSGuest18067 Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 2576 Category: Entertainment License: All Rights Reserved Like it (0) Dislike it (0) Added: May 06, 2009 This Presentation is Public Favorites: 2 Presentation Description No description available. Comments Posting comment... By: shumba (26 month(s) ago) Hi, Motivation & Retention Power Point is really great! I would like to save it on my computer, how can I do this? Thanks Shumba. email me at pehps@msn.com Saving..... Post Reply Close Saving..... Edit Comment Close By: pao_perez08 (28 month(s) ago) Hi this presentation is great! Hope you can send this to paulo.perez@manongpepe.com.ph thank you very much :) Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript MOTIVATION and RETENTIONWORKSHOP : MOTIVATION and RETENTIONWORKSHOP PANEL MEMBERS : PANEL MEMBERS Dan Gallegos Larry Silva Clairen Davenport Nan Wason MOTIVATION means : MOTIVATION means To stimulate To impel To move To induce The Basics of Motivation : The Basics of Motivation Motivation is the result of the interaction between a person’s internalized needs and external influences that determine behavior “a reason to put forth your best effort” Theories of Motivation : Theories of Motivation Classical Theory Maslow’s Hierarchy of Needs Two Factor Theory Theories X and Y (Human Resources Model) Expectancy Theory Equity Theory Goal Theory Classical Theory : Classical Theory Theory holding that workers are motivated solely by money Maslow’s Hierarchy of Needs(1939-1943) : Maslow’s Hierarchy of Needs(1939-1943) Maslow argued that needs are hierarchical and that lower level needs must be met before a person will try to satisfy higher level needs Once a need has been satisfied, it ceases to motivate behavior People have different needs and are motivated by different things Two Factor Theory (Hygiene)Frederick Herzberg (1975) : Two Factor Theory (Hygiene)Frederick Herzberg (1975) A managers poor handling of hygiene (maintenance factors) is the primary cause of unhappiness on the job. Motivation factors are the primary cause of job satisfaction. The presence of maintenance factors will not increase satisfaction. Maintenance Factors : Maintenance Factors Salary Job Security Working Conditions Status Company Policies Quality of technical supervision Interpersonal relationships among peers and supervisors Motivational Factors : Motivational Factors Achievement Recognition Responsibility Advancement The work itself Possibility of Growth Human Resources Model (Theory X & Theory Y) : Human Resources Model (Theory X & Theory Y) Douglas McGregor (1960) Individual management philosophy reflects one of two sets of assumptions about workers The two sets were called Theory X and Theory Y Theory X : Theory X People basically dislike work and avoid it where possible People have to be closely supervised and threatened with punishment Most people prefer to be told what to do, have little ambition, and want security Most people have little creativity Most people have limited intellectual potential Theory Y : Theory Y Most people find work natural as play or rest and develop an attitude based upon their experience with it People respond better with rewards than punishment People will seek out responsibility People possess a high degree of imagination People have high intellectual potential Expectancy TheoryVictor Vroom (1964) : Expectancy TheoryVictor Vroom (1964) Before choosing a behavior, an individual will evaluate various possibilities on the basis of anticipated work and reward An individual will act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual Equity Theory : Equity Theory People’s behavior relates to their perception of the fairness of treatment they receive Most professional athletes use equity arguments to support their salary demands Outcomes of perceived unfairness GOAL THEORY : GOAL THEORY Intentions to work towards a goal are a major source of motivation High goal will result in high level performance Participation facilitates acceptance Slide 19: Locke’s Goal Setting Model Encouraging goal- attainment strategies Increasing persistence Regulating effort Directing attention Goals motivate by... Task performance WHY BE CONCERNED ABOUT RETENTION : WHY BE CONCERNED ABOUT RETENTION The AMA conservatively estimates the cost of replacing an employee is approximately 30% Higher skilled jobs may be up to 1.5 times their annual salary In a business employing 1000 workers and the average wage of $10 and assuming a 10% turn over, the annual impact on profits would be $840,000 HOW DO YOU RETAIN GOOD EMPLOYYES : HOW DO YOU RETAIN GOOD EMPLOYYES How to keep customers : How to keep customers How to keep employees : How to keep employees Prescription for retention : Prescription for retention Simply by making a connection and making them feel connected : Simply by making a connection and making them feel connected Connection results in commitment and will offer extra effort. You are connecting when you understand the needs of your employees. Remember the golden rule : Remember the golden rule Treating them like human beings day to day. Treating them like you wish to be treated (and not how you are being treated. Treat with respect and dignity. Slide 27: Show them you care or are interested in them. Attitude, attitude, attitude Show them though your actions that they are special Visit with them and show them that you are genuinely interested Stop using “I” or “my” or “me.” Replace it with our, we, and us. : Stop using “I” or “my” or “me.” Replace it with our, we, and us. Involve Employees : Involve Employees When possible include them in the decision making process (even when you may have made the decision) Trust them : Trust them Change managing style – move away from Theory X and towards Theory Y type management. : Change managing style – move away from Theory X and towards Theory Y type management. Prepare for Change : Prepare for Change Pull out all the stops and change management style from the old role of management from planning, organizing, implementing, and measuring to counseling, coaching, facilitating employees though processes, and winning resources for employees One of the most important motivational techniques is to listen to them. : One of the most important motivational techniques is to listen to them. Hire right, hire smart, find the best-matched person for the job, and participate in their success. : Hire right, hire smart, find the best-matched person for the job, and participate in their success. Sam Walton said : Sam Walton said “I think our story proves there’s absolutely no limit to what plain ordinary people can accomplish if they’re given the opportunity and encouragement to do their best.” ATTRACTING ANDRETAINING EMPLOYEES : ATTRACTING ANDRETAINING EMPLOYEES ATTRACT & RETAIN EMPLOYEES : ATTRACT & RETAIN EMPLOYEES Developing a Strategy Attracting asks the question, “Why would anyone want to work at this company?” Retaining asks the question, “Why would anyone want to stay at this company?” ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Decide on what is important to attract the best candidates. Money may not be the most important factor. Decide on the content of your advertisement and design it to arouse the interest of potential candidates. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Mention other benefits of the position: Flextime Casual dress code Location Career development Team identification Great Benefits Enlightened Management ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Resources for new employees: Internal development and promotion, Local or national help wanted ads, Recruiters, Other employees, Internet, Temporary to regular employment agencies, Interns, Recruitment at colleges and universities, Government agencies and programs. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Critical hiring criteria Intellectual competencies: Intelligence, Analysis skills, Judgement/Decision making, Conceptual ability, Creativity, Strategic skills, Risk taking, Leading edge, Education, Experience, Track record. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Personal Competencies: Integrity, Initiative, Organization/Planning, Excellence, Independence, Stress management, Self awareness, Adaptability, First impression, Listening, Customer focus, Team player, Assertiveness, Oral communications, Written communications, Political savvy, Negotiation, Persuasion. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES MANAGEMENT COMPETENCIES: Coaching/Training, Goal setting, Empowerment, Performance management, Team Builder, Diversity, Vision, Change leadership, Inspirational, Conflict management, Energy, Enthusiasm, Ambition, Compatibility. ATTRACTING EMPLOYEES : ATTRACTING EMPLOYEES Do Your Homework Perform thorough job analysis focusing on the essential job functions. Write job descriptions that contain required competencies. Be prepared to present and discuss job descriptions to the candidates. RETAINING EMPLOYEES : RETAINING EMPLOYEES Does your organization have a strategy of “a low rate of turnover is good for the company”? Some companies prefer higher rates of turnover because it tends to keep their long term payroll costs lower and brings in a regular supply of new blood. RETAINING EMPLOYEES : RETAINING EMPLOYEES If your company wants a low turnover rate then you have to begin to analyze what can be done to keep turnover to a minimum. Find out why employees are leaving: Exit interviews or maybe even formal surveys. Key Points to be raised during interviews or surveys: RETAINING EMPLOYEES : RETAINING EMPLOYEES Orientation: Does the company provide a comprehensive orientation program that eases the transition from applicant to employee or from one job to the other? Career Paths/Promotional Opportunities: Do employees feel that they have a future with the organization? Has the company given them reason to stay? RETAINING EMPLOYEES : RETAINING EMPLOYEES Salary Administration: Does the company offer competitive salaries, bonuses, and merit increases? Does the company offer compensation programs that other local employers don’t offer? RETAINING EMPLOYEES : RETAINING EMPLOYEES Benefit Plans: How important are such benefits as vacation, flextime, part-time work, scholarships, tuition reimbursement, medical and life insurance plans, retirement plans, long and short term disability plans, paid holidays, sick leave, bereavement pay, and jury duty pay. RETAINING EMPLOYEES : RETAINING EMPLOYEES The Work Environment; Is the physical environment comfortable and pleasant? Is the atmosphere relaxed and casual? Are the office facilities and equipment up to date? Proper Motivation: Supervisory training, Coaching, Involvement, Team building, and Recognition. RETAINING EMPLOYEES : RETAINING EMPLOYEES Establish a Retention Strategy Management has to support that strategy. Management has to be visible and accessible to employees and establish to the extent possible the interpersonal interaction necessary to build a long-term relationship. Offer upward mobility and give the employees the means to strive for advancement. RETAINING EMPLOYEES : RETAINING EMPLOYEES The company must be willing to invest in technology and equipment in order to allow employees to increase efficiency and productivity without increasing their workload. The company must be competitive in their own labor market. RETAINING EMPLOYEES : RETAINING EMPLOYEES The company must make the employee a part of the solution. The company should be willing to commit to training all employees and reward them for their efforts. Give newly trained employees the opportunity to apply what they have learned. AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Changes in Demographics Availability of labor especially in light of the “maquiladoras” absorbing labor. Proposed legislation AgJobs Act S1814 Effect of the proposed increase in federal minimum wage. Change in lifestyles in which migrant seasonal workers are favoring quality of life. Agricultural Issues : Agricultural Issues Lack of skilled/unskilled labor: Pressure to increase wages and benefits Possible unionization Mechanization Moving to less labor intensive crops AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Retention Factors Emphasis on Mechanization or improvement in methods of ground preparation, sowing, irrigation/fertilization, and harvesting. Try to get more work done with same amount of employees instead of eliminating positions. Trying to offer year round employment by changing crop mix or looking for new opportunities. AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Improve existing machinery in order to improve efficiency and productivity. Listen to your employees. They may have the solution to a better machine or process. Take advantage of the local demographics to attract/retain employees. Affordable housing, proximity to work, competitive wages and benefits. AGRICULTURAL ISSUES : AGRICULTURAL ISSUES Be visible in the community. Support local schools, playgrounds, child care centers, local law enforcement efforts to control crime, employee of the month advertising in the local newspapers. The Possibilities to attract and retain employees are numerous. The days of plentiful labor are over. We will need to be proactive in order to attract and retain good employees. Employee Retention : Employee Retention Common Sense Approaches RETENTION : RETENTION 1. Offer Competitive Compensation. : Competitive pay and benefits are a given. Do make sure that your firm is competitive. Although few departing employees cite compensation as their top reason for leaving, your company must provide a competitive compensation and benefits program. 1. Offer Competitive Compensation. 2. Culture Fit. : 2. Culture Fit. Hire the right person. Much turnover is due to hiring mistakes and issues of chemistry or fit within an organization. Recent studies show that nearly 80 percent of turnover is due to hiring mistakes. 3. Integrate for Success. : 63 3. Integrate for Success. The first few weeks of employment are the most critical time to lay the groundwork for long-term employee commitment. Implement a thorough, well-executed orientation program. Demonstrate your commitment to a new hire’s success early on and you will gain trust and commitment from the employee in the organization. 4. Align Competencies with Contributions and Make it Interesting. : 4. Align Competencies with Contributions and Make it Interesting. Try to make the necessary adjustments to ensure that employees are interested or best suited to what they’re doing and effectively aligned with what the company needs them to do. 5. Adhere to the new rules to compete for top talent. : 5. Adhere to the new rules to compete for top talent. There are different rules which govern a new generation of employees who have different needs. Playing by the old rules can lead to losing important resources to a competitor that has already dealt with the new reality. 6. Provide training and growth opportunities. : 6. Provide training and growth opportunities. Provide new employees with basic training in the beginning of the relationship. As they build time with the company, offer further training in recognition of their growth. The irony of retaining good people is that the more they feel they are able to grow and become more marketable, the more likely they are to stay. 7. Involvement and Information. : 7. Involvement and Information. Information is power, and employees want to be empowered with the information they need to know to do their jobs better and more effectively. And, more than ever, employees want to know how they are doing in their jobs and how the company is doing in its business. 8. Offer praise, recognition and increased visibility. : 8. Offer praise, recognition and increased visibility. People want to feel what they do makes a difference. Employers often fail to realize that some of the most effective things they can do to develop and sustain motivated, committed employees cost very little or nothing at all. 9. Reformat Evaluations. : 9. Reformat Evaluations. Up front, ask key employees, “What will it take to keep you motivated, interested and linked?” Key employees are more apt to stay with organizations that are interested in their unique situations. Out of this conversation should come a vulnerability report which leads to a plan. 10. Sweat the Exit Interview. : 10. Sweat the Exit Interview. Ensure that the interviewer is someone the exiting employee trusts, to capture the most honest feedback. Inaccurate explanations abound as to why employees leave organizations. Leaders must sort out fact from fiction, determine the competitive situation within their industry, and deal with the hard reality of their organization’s strengths and weaknesses. 11. Practice what you Preach. : 11. Practice what you Preach. People do not necessarily commit to an organization; they commit to the employees and culture that drive the organization. Establish your corporate values, then make sure you walk the talk. RECRUITMENT : RECRUITMENT Unappreciated No clear goals and objectives No reviews--No way to know how you are performing Personality conflicts Boss will not delegate Not Treated as an adult RECRUITMENT : RECRUITMENT Micro-managed No growth or upward mobility Benefits/Retirement/401(k)/Health Insurance. Bonuses Work Environment Lack of incentives Looking for flexibility