Besides securing good PR help, what must employers do to make Fortune’s 100 Best Companies to Work For list? Here are the seven key secrets to success common to all organizations on the list, courtesy of research by HR consultancy the Hay Group.

1	Give workers a compelling strategic vision for the future and what part they’ll play in it.
2	Focus with laser intensity on customer responsiveness, high product and service quality, and teamwork.
3	Understand and support the direct connection between good employees and success — which often means embracing decentralization and empowerment.
4	Provide employees with the resources to succeed — including training, up-to-date equipment, sufficient job authority (with accountability), internal cooperation, and safe and healthy working conditions.
5	Offer fair and equitable compensation and competitive, or better, benefits.
6	Work to reduce status differences and other cultural barriers from the workplace.
7	Highlight a special aspect of your culture that gives employees a sense of mission and organizational pride — from community service commitments to holding the line against layoffs.

Source: Employee Recruitment & Retention, September 2003, Lawrence Ragan Communications Inc.

 

Paid Paternity Leave Enhances Retention of Younger Male Workers As more men of generations X and Y opt to become highly involved parents, employers are taking baby steps toward adding paid paternity leave to their menu of work/life benefits. Under the decade-old Family and Medical Leave Act, all workers can take as many as 12 weeks of unpaid leave after the birth or adoption of their children, but very few men have been willing or able to do so. When employers encourage men to take a week or two of paid paternity leave, however, many new fathers jump at the opportunity. They return to work less distracted and more loyal to their jobs. Only 13 percent of the nation’s employers with 100-plus workers now offer paid leave for dads, giving organizations who adopt the benefit a potential recruitment edge. In the past two years, half the new dads at accounting and business consulting firm KPMG have taken two weeks of paid paternity leave. That’s 628 men out of the firm’s 17,000 U.S. workers. “We are seeing more young men who are actively parenting,” notes Kathie Lingle, KPMG’s national work/life director. “There has been a general societal shift. They want to be involved.” Organizations adding the paternity benefit find it works best when managers encourage employees to use it and dads have the flexibility to take their days in small chunks or all at once. Adapted from “Paternity Leave,” by Anna Bakalis, in the Washington Times (D.C.)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Staff Matters
Employee Retention: Navigating the Seven “Cs”
By Stephen O’Connor

One of my favorite stories is the one about a guy who enters a monastery. He has to take a vow of silence, but once a year he can write a word on the chalkboard in front of the head monk.

The first year it’s tough not to talk, but Word Day comes around and the monk writes “the” on the chalkboard. The second year is painful — it’s very difficult not to talk — but finally Word Day rolls around. The monk scratches “food” on the board and enters his third year, which is excruciating. But the monk struggles through it and when Word Day rolls around again, he writes “stinks.” And the head monk says, “What is it with you? You’ve been here for three years and all you’ve done is complain.”

I like this story because it illustrates one of two things, depending on your perspective. Either a worker’s self-discipline and sacrifice doesn’t get enough recognition or even a little complaining on the job is too much for some managers. Either way, the messages are clear. Employee retention requires both recognition of employee’s contributions and sensitivity to their complaints and needs.

For example, at New Hanover Health Network in Wilmington, NC, a newly implemented mentorship program is designed to help nurses deal with the physical and emotional demands of the job as well as to encourage established, experienced nurses to guide junior nurses. The health care network paired 51 mentors with 52 of the 56 new RNs. Tonda Verdejo, vice president and special assistant to the president for work force development, has made these arrangements the system’s number one priority. Results: A 34 percent turnover rate among newly graduated nurses has plunged to 8 percent in less than a year.

To inspire productivity and reduce turnover, embrace the fundamentals of employee relations advises the National Association of Colleges and Employers (NACE) in Bethlehem, PA. In the March 2002 issue of Success in Recruiting and Retaining, NACE suggests that companies revisit the seven “C’s” of retention.

1	Core values and culture — Employers who know their values (what an organization holds dear) and culture (system of shared values), and “live them,” instill a sense of belonging.
2	Connect — Using communications or reward systems to connect employees with each other and the company helps them feel like key players.
3	Communicate like you mean it — Top-down communication, such as through an Intranet or newsletter, keeps employees informed, productive and content because they feel like insiders who have the information they need to do their jobs. Employees also value two-way communication.
4	Create continuous learning opportunities — Companies that support professional development satisfy workers’ innate desire to grow. This affects how employees feel about the company and their role in it.
5	Care about career development — The opportunity for career development gives employees more confidence and a broader base of skills, abilities and knowledge. Ideally, employees will use their new knowledge to perform more effectively in their current jobs or make career-enhancing moves within the firm.
6	Commit managers to people — If people are a priority for your organization, then managers need to believe it and show it.
7	Compensate with tangibles and intangibles — You’re likely to improve retention with competitive salary and benefits, in addition to recognition for a job well done.

This article originally appeared in the September/October 2002 issue of Michigan Health & Hospitals magazine and is being used with permission.

 

Improve Retention by Focusing on Communication Skills

You probably know bad bosses are the top reason workers give for leaving their jobs. But you may not know that most ex-employees list poor communication skills as the root cause of manager ineffectiveness. Buck the trend with these techniques:

Tell the truth-and tell it quick. As soon as you learn about impending changes, share the information with employees. Don’t worry about hampering productivity by alarming them about things to come. The rumor mill will pick up the story anyway, and people are more likely to stay focused if they’ve got the facts.

Get up close and personal. E-mails are fine for any run-of-the-mill exchanges, but discuss sensitive matters in person. Never e-mail news of layoffs, terminations, or disciplinary action.

Schedule quality time with employees. It’s important that you have regular face time with everyone on staff-including off-site workers. Ideally, you’ll interact informally with in-house workers daily, teleworkers at least once a month, and hold staff meetings at least once a month. You should also schedule quarterly appointments to talk about each worker’s progress and career path.

Speak effectively to large groups. You may be great at one-on-one conversations or intimate dinner parties, but if you manage several employees, you must also learn how to speak effectively to large groups. Seek training to beef up weak presentation skills.

Become a better listener. Remember: People may enjoy an eloquent speaker, but they’re more likely to be loyal to a good listener.

Adapted from “Bosses: 7 Communication Tips,” by Monte Enbysk, on the Microsoft Small Business Center Web site

 

2005 Michigan Healthcare Human Resources Conference April 28-29, 2005 • East Lansing Marriott • East Lansing, Michigan
MARK YOUR CALENDAR NOW!
Watch your mail for brochure and registration materials.	This year’s keynote addresses will be delivered by Doug Lipp and Courtney Elizabeth Anderson. This conference will address human resources issues vital to health care employers: Metrics Filling the Pipeline Leadership and Management Assessments HR Competencies Cultural Shifting/Change Leadership Strategic Partnerships with Healthcare Executives Ethics, Integrity and Organizational Morals Best Practices from Award-Winning, Michigan Non-Healthcare Employees Financial Skills for HR Professionals	Conference Sponsored by: Michigan Healthcare Human Resource Association (MHHRA) Healthcare Human Resources Association (HHRA) Michigan Health & Hospital Association Service Corporation (MHASC) For additional information contact: Dawn Wade (517) 886-8249 Wendy Knight (517) 886-8416 Steve O’Connor (517) 886-8319 or visit the MHA Service Corporation Web site at www.mhaservicecorp.com.