The Leading from the Heart Workshop®

4.5 percent

warning:ON MARCH 31, 2007, THE JOB OPENINGS RATE WAS 2.9 PERCENT, OR 4.2 MILLION JOB OPENINGS

Source: Bureau of Labor Statistics

Fact

In the war for talent, everyone is fighting over your best employees.

What talent war?

17-21= -4

WAKE UPT h i s i s y o u r

c a l l

Professional and business services will

grow twice as fast as the overall economy.

Source: Bureau of Labor Statistics

About half of Human Resource

professionals say they are seeing new workers entering the

workforce lacking overall

professionalism, written

communication skills, analytical skills, or

business knowledge. SHRM: 2005 Future of the U.S.

Labor Pool Survey Report

By 2012, one out of

five workers will be

fifty-five years old

or older.

Source: Bureau of Labor Statistics

“The Baby Boom is de-booming and soon there will be many

more jobs than people available to fill them.”

“Why Retention Should Become a Core Strategy Now”

Harvard Management Update, October 2003

“It may be time to reconsider the ‘they have no place else to

go’ strategy of employee retention.”

“Why Retention Should Become a Core Strategy Now”

Harvard Management Update, October 2003

People join an organization.

They leave a manager.

Old InterviewInterviewer: “Tell me why I should hire you.”

New InterviewCandidate: “Tell me why I should come work for your company.”

BasicWorker

Benefits(negotiable)

Salary plus Incentive Pay

Paid Holidays and Vacations

Long-Term Retirement Savings Plan

Employee Educational Assistance

Medical and Hospitalization Insurance with Dental and Vision options

Salary Continuation Plan (Sick Leave, Long-Term Disability Insurance)

PremiumWorker

Benefits(old tie-

breakers)

Fitness Center

Cafés with Healthful Meals

Take-home Catering

In-house Day Care

Scholarships for Family Members

Adoption Expense Assistance

On-site Dry Cleaning, Shoe Repair, Photo Processing, Libraries

Values-Based

WorkerBenefits

(new tie-breakers)

Cultural Diversity

Shared Authority and Self-Managed Work Teams

Paid Time Off for Volunteerism

Flex Time or Job Sharing for Work / Life Balance

Maternity, Paternity, and Adoption Leave of Absence

Career Planning and Job Coaching

generations all

When selecting employers, job candidates from

are focusing less on the financial rewards and more on the values rewards.

1. Make love, not war. Done.

2. Make more money than Done. our parents did.

3. Make a difference In progress. (make amends for #2).

The Boomer Agenda

Whereas the Industrial Revolution drew fathers outside the home to work, Gen Xers probably grew up

in households in which both parents held jobs.

HOME ALONHOME ALONee

“The money’s good. But won’t

you just downsize me, too?”

HOME ALONHOME ALONee2The Netter Paradox

Employees connect with leaders whose

stated values are in alignment with the organization’s and,

thus, their own.

Consistency between an organization’s stated values and its leaders’ actual behavior is critical

to credibility.

When there is

between what leaders say and what they do, employees immediately and rightly recognize those leaders as frauds.

discrepancy

“You will be confronted with questions every

day that test your morals. Think carefully,

and for your sake, do the right thing, not the

easy thing.” - Commencement Speaker to the

St. Anselm College Class of 2002

“Ex-Tyco Chief Executive Kozlowski Sentenced to 8 to 25

Years”Headline / Bloomberg.com / 09.19.2005

Strong Fundamental Values

“We must demand of ourselves and of each other the highest standards of individual and corporate integrity. We safeguard company assets. We comply with all company policies and laws.”Source: The Tyco Guide to Ethical Conduct

“We safeguard company assets.”

Regency mahogany bookcase, c. 1810, $105,000

George I walnut arabesque tallcase clock, $113,750

Custom queen bed skirt, $4,995

Custom pillow, $2,665

Ascherberg grand piano, c. 1895, $77,000

Chandelier, Painted Iron, c. 1930, $32,500

Pair of Italian armchairs, c. 1780, $64,278

Persian rug, 20 feet by 14 feet, $191,250

“In corporate America, crime pays.

Handsomely.

Grotesquely, even.”

Arianna Huffington Pigs at the Trough

“Ebbers’ luck runs out in sweeping victory for feds”Headline / USA TODAY / March 16, 2005

I said, “Ship the documents to the feds.”

She heard, “Rip the documents to shreds.”

Enron Who?

Most recent business scandals involved CEOs that you had never heard of, at companies that

you had barely heard of.

“Dunn and Four Others Named in

Criminal Complaint in HP Spy Scandal”

Headline / PC World / 10.05.2006

“Apple CEO Steve Jobs drawn into stock options scandal” Headline / MacDailyNews / August 15, 2006

ONLY HALF,ONE OUT OF TWO,

U.S. EMPLOYEES

TRUST THEIR

SENIOR LEADERS.

DO YOURS TRUST YOU?

Source: Watson Wyatt’s WorkUSA 2006/2007 Survey

49%

“With fewer than half of employees expressing confidence

in senior management, no company has been left untouched by the fallout from recent turmoil

in the business environment.”

-Ilene Gochman, Ph.D., Watson Wyatt

Used-car salesperson…slick

Politician…dishonest

Personal injury lawyer…greedy

Insurance agent…pesky

Postal worker…postal

Business leader…justice-obstructing, debt-hiding, earnings-overstating thief who uses company funds to purchase personal artwork and to put on lavish birthday parties for

family members

But, I’m not the CEO.

“Ethics is never a business issue or a social issue or a political issue. It is

always

John C. Maxwell, There’s No Such Thing as “Business” Ethics

a personal issue.”

“We believe that our organization’s greatest asset is

its staff. We encourage and support professional

development activities that meet the goals of the organization. We take personal responsibility, are accountable, and embrace a set

of values that guide our daily actions.”

OBSERVINGANDINTERPRETING

Soon after they are hired, employees start looking for

mutual expectations—which of their own interests are

consistent with the values of the organization.

a l i g n m e n t

Once they feel aligned, individuals can start envisioning their place in supporting the organization’s success.

But if they sense they’ve been duped, employees withdraw,

become defensive and cynical, start gossiping, and begin

causing trouble.

 The mission statement is “not a

trophy that decorates office walls, but an organic body of beliefs and a foundation of guiding

principles we hold in common.”

Howard Schultz, founder of Starbucks

“Employees are assets with feet. They’re the only resource companies have

that make a conscious decision to return the next

day.”

Press Release, Walker Information

Source: Walker Information - Commitment In The Workplace: The 2003 National Employee

Benchmark Study

Workers who believe their organizations act with integrity are

nine timesmore likely to stay in their current jobs.

Source: Walker Information - Commitment In The Workplace: The 2003 National Employee

Benchmark Study

But when they mistrust their bosses, or are ashamed of their organization’s conduct,

workers say they are likely to leave their jobs soon.

4 out of 5

Eighty-two percent of workers would rather earn less money at

an organization with ethical business practices than receive

higher pay at a company with questionable ethics.

WH

Y B

OT

HE

R?

LRN Ethics Study 2006

“Our findings confirm that companies with

a commitment to ethical conduct enjoy

distinct advantages in the marketplace,

including attracting and

retaining talent.”Dov Seidman, LRN CEO

RETENTIONMATTERS(Period.)

Employees aresearching for leaders

with integrity who prove

their credibility

continuously.

Prove yours!

The Leading from the Heart Workshop®

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