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1. Workplace Trends2. Case Studies3. Action Plan

Generation Bias“Our youth now love luxury.

They have bad manners, contempt for authority;

They show disrespect for their elders and love chatter in place of exercise;

they no longer rise when elders enter the room;

they contradict their parents, chatter before company;

gobble up their food and tyrannize their teachers.”

Generation Bias“Our youth now love luxury.

They have bad manners, contempt for authority;

They show disrespect for their elders and love chatter in place of exercise;

they no longer rise when elders enter the room;

they contradict their parents, chatter before company;

gobble up their food and tyrannize their teachers.”

Socrates 470 BC – 399 BC

Who Are They?

Who Are They?B

oo

mer

s • Born ‘46-64

• 51-69 yrs old

• Vietnam

• Civil & Women’s Rights

• Moon landing

• Personal Computer

Gen

erat

ion

X • Born ‘65-80

• 35-50 yrs old

• Cold War

• Fall of Berlin Wall

• Internet

• Mobile Phone

Mill

enia

ls • Born ‘81-’97

• 18-34 yrs old

• 9/11

• Social Everything

• Google

• iPod

• On Demand

What Motivates Them?

What Motivates Them?B

oo

mer

s • 51-69 yrs old

• Job Security

• Loyal to employers

• Money/Title Recognition G

ener

atio

n X • 35-50 yrs old

• Work/Life Balance

• Loyal to careers

• Autonomy

Mill

enia

ls • 18-34 yrs old

• Freedom & Flexibility

• Work “with” companies, not “for”

• Immediate feedback and recognition

Who cares?

• 2015: Millenials become the largest population in the workforce (¾ by 2025)

Source: US Census Bureau, 2014

2015 Workplace Trends

• 2/3 of US workers feel disengaged at work

Source: Gallup Poll, 2015

Most Popular Job

Source: NPR – Planet Money, 2014

Top 10 Unhappiest Jobs

#4 Dispatcher #9 Truck Driver

Source: Forbes, 2015

The Most Effective Way to Reduce Turnover & Retain Top Performers

Create a Culture They Cannot Imagine Leaving!

80% Will Stay the Course When Consistently Recognized and Rewarded

55% Would WalkTo join a company that has a formal recognition and rewards program G

Source: Globoforce, 2013

What can we do?

Impact of Effective Recognition

When companies spend 1% or more of payroll on recognition, 85% see a positive impact on engagement.

Source: SHRM Survey, 2012

Case Studies

Case Study 1: Mortgage Lender

Source: Incentive Magazine, 2014

Case Study 1: Situation

• 200 Remote and On-Site Workers

• Rarely Met Face-to-Face

• No Real Communication

• 30-40% Turnover

Case Study 1: Tactics

1. Connect the Remote Workforce

– Weekly Huddle Meetings

2. Get Employees Invested

– Hired Based on Fit

3. Recognize Great Performance in a Non-Traditional Workplace

– Launched an Online Employee Recognition Program

Case Study 1: Results

• 90% Retention Rate

– Industry Turnover Rate of 40%

• Decreased Recruiting Costs Substantially

– Employees Stay

– Employees Recruit for Them

Case Study 2: Call Center

Source: Technology Marketing Corporation, 2010

Case Study 1: Situation

• 1500 Seat Call Center

• Over 200% Turnover

• Job is Boring, Stressful

• Management Invested in Higher Pay, Better Workstations, Better Benefits – No Improvement

Case Study 1: Tactics

1. Find the Attack Zone– Month 3: Over 50% Turnover

2. Focus on Why Employees Stayed– Co-Worker Bonds

3. Reinforce Positive Employee Behavior– Launched an Online Employee Recognition

Program

– Rewarded Anniversaries, Acts of Kindness, Strengthened Employee Bonds

Case Study 2:Results

• 200% Turnover Down by 133% and Falling

• 82% of Employees Believed Company Committed to Recognizing Employee Accomplishments

“Treat employees like they make a difference,

and they will.”-Jim Goodnight, CEO, SAS

(1) Listen (2) Invest (3)Recognize

STEP 1

Listen

“I came away from this experience with a

deeper understanding

of the challenges

faced by our front-line employees.”

- Denny Slagle, President & CEO,

Mack Trucks (2011)

(1) Listen (2) Invest (3) Recognize

Source: 2011 - www.successfuldealer.com

“Open-Door” Policy

"Top Fleet Employers have accessible, available senior management teams

and “open-door” polices that make it easy

for drivers, owner-operators and non-drivers to make suggestions, offer ideas and raise any

concerns.“

Source: Trucking HR Canada, 2014


Source: Lireo, 2014


Source: Office Vibe, 2015

Regular Employee Feedback = Lower Turnover

HOW TO IMPROVE


3 A’s of Employee Surveys

1. Annual• E.g. Speedometer


2. Accountable• Encourage Improvement

3. Action• Do Something

with the Data


STEP 2

Invest

Recruiting Musts2) Hire Based on Fit1) Use Social Media

Source: OC Tanner, 2014Source: ICIMS, 2014


Training



Training = Better Performance

HOW TO IMPROVE


Core Value Alignment = Bottom Line Profits

HOW TO IMPROVE



STEP 3

Recognize



How Recognition WorksMaslow’s Hierarchy of Needs

“Peer-to-Peer” is a Must-Have




HOW TO IMPROVE

Recognition = Motivation


Meaningful Rewards

Source: 3cheers.com, 2014


Source: Lifehacker, 2014


Action Plan Summary

1) Listen

• Open-Door Policy

• Conduct Regular Surveys

• Measure and Improve upon Feedback/Results

2) Invest

• Recruiting: Social Media & Hire Based on Fit

• Implement Ongoing Training

• Positive Company Culture & Core Value Alignment

3) Recognize

• Diversify Recognition (Peer-to-Peer)

• Establish Motivating Reward Options

• Frequently Recognize and Reward

Mats presentation slides master

Recruiting & HR

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