Becoming a Destination Employer

How to recruit, reward and retain quality employees in

today’s competitive world

Dr. Noor Firdoos Jahan

Professor
R V Institute of Management,
4th T block, Jayanagar,
Bangalore 560041
 Challenges Facing Organizations

 Worker Shortage
 Skill Shortage
 Talent Management
 Generational
Differences Environmental
 Global Competition Trends

 Diversity
 Loyalty
 Critical Findings

One Out of Every Three People

Plan on Leaving in the Next Two
Years
Hay Group

22 percent of the survey

respondents do not expect
to be in their current job in
a year
The Conference Board, an independent business
research company
 It Costs Much More to
Replace
Critical Employees Than
Finding
to Keep Them
 Due to the staggering costs of
employee turnover, one of the
greatest threats facing employers
is losing their best and brightest
employees.
 Key Finding

Money may attract

people to the front
door but something
else is needed to keep
them from going out
the back.
Information You Must Know

 Current Employees: Why do they stay?

 New Employees: Why did they say yes?
 Former Employees: Why did they
leave?
 Interviewed, But Said “No”: Why?
What makes a Destination Employer?

 When business managers talk about being one of the

best, they often think in terms of profit, customer
perception and quality of service. Unfortunately, the
ultimate measurement of being the best is rarely
considered.

 The perception of your organization as an employer by

both current and future employees is perhaps one of
the most overlooked measurements of success in the
retail agronomy business.
 Your company’s ability to attract, hire and retain
talented employees is one of the most critical
components of your business.

 Organizations that have focused on this aspect of their

business have grown into what we call “Destination
Employers.”

 These are organizations that both potential and current

employees refer to as some of the best places you can
work — the ultimate destinations for your career.
Market Yourself as a Destination
Employer
Patricia Hind, director of Ashridge Business School’s Centre for
Research in Executive Education, says: “Successful organizations
understand that employing and engaging the best people available
gives them a significant competitive advantage through increased
productivity, and is therefore a key route to revenue growth.

“The way to becoming a destination employer involves processes

being in place around the ‘three-legged stool’ of hiring, retention
and engagement. The role played by reward packages at each of
these three stages is critical.”
Destination Employer model as ‘Three-
legged stool’ concept
Recruiting/
Hiring
 Recruiting Strategy

• Define the company strategy

• Examine key initiatives
• Review organizational chart
• Address budgetary concerns
• Project out for the next 15 months
• Decide how many to hire and when
• Be proactive – plan well in advance
Pipeline Recruiting

• Invest time in relationships

• Meet with people proactively
• Build database of qualified
individuals
Collaborative Process

• Not just decided by one person, but

by entire leadership team
• Three-interview process
• Allows for different
perspectives
• Cultural fit more important
than domain skills
Employee Engagement
Engagement Defined

 “Engaged employees are defined as those who

are “mentally and emotionally invested in their
work and in contributing to their employer’s
success.”
 “In a nutshell, engaged employees brings all of
themselves to work.”(JoAnna Brandi, president
of JoAnna Brandi and Co.
Employee Engagement

The Business Impact of Employee Engagement:

The Corporate Leadership Council has completed a study of the engagement level of
50,000 employees around the world. And found that…

Those employees who are most committed

(engaged) perform 20% better and are 87% less
likely to leave the organization.

Source: Corporate Leadership Council

Current Commitment/Engagement Levels

Love my job,
Engaged 29 %

PERFORMANCE

ENGAGEMENT
Do just enough to
get by & get paid: 54%
Actively
Disengaged: 17%

Source: Gallup Management Journal http://gmj.gallup.com Gallup

Organization Study
Retaining
 Retention strategies

Develop a good relationship

with your employees.

A recent study conducted by Indiana University

found that a bad boss is the main reason people
quit jobs.

A good manager must be a good communicator,

clearly communicating expectations and providing
encouragement for a job well done.

Good bosses acknowledge the work of others and

genuinely care about their employees.
Build a flexible workplace.

Workplace flexibility is no longer a perk; it’s a

business
imperative, according to the White House.

Today’s employees want to decide when and

where they work in order to balance their
personal and professional lives.

This flexibility benefits business by increasing

productivity, lowering turnover and reducing
absenteeism.
Provide career development.

One of the primary reasons employees leave an

organization is lack of career growth.

One study found that more than 40 percent of the

respondents would consider leaving their present
employer for another job with the same benefits if that
job provided better career development and greater
challenges.
Pay competitive wages.

People stay in jobs because they want to contribute

to something bigger than themselves, because they
love what they do, or because their job gives them a
sense of purpose. But, the primary reason anyone
works is for money; bills have to be paid, children
have to be fed.

If you’re not paying your employees at the same

level as your competitors, they will know, and their
job satisfaction will erode.
Rewarding
 Rewards

 Reward strategy must work in tandem with

business goals
 Its employee value proposition also focuses
on benefits in the context of total reward .
 It promotes benefits such as private medical
insurance, pensions and also ensures that
staff are given details about their working
environment, development opportunities
and health and wellbeing initiatives.
 Start with a solid onboarding
and orientation program.

The highest level of turnover occurs

during the first 90 days on the job.

The purpose of onboarding is to

assimilate the new person into your
organization, so make the first few
days a positive, memorable
experience.
 Onboarding Process

FIRST
F - First Impressions
I – Integrate
R – Reinforce
S – Sustain and Support for 100 Days
T – Talk and Ask Questions
Communication

 It also has a strong focus on listening to its people,

promotes equal opportunities for new employees and
has a communication strategy that takes a top-down
approach, with Childs taking full responsibility.
 In fact, research has proven that nearly 70% of people
leave their jobs as a result of issues that could have
been prevented with better communication from their
supervisor and/or the overall organization.
 Companies that don’t put ongoing effort into
improving communication with their employees won’t
have a leg to stand on when it comes time to invest in
employee retention and engagement.
Got questions?

Contact me

09945085937
noor.firdoos@gmail.com