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Keynote Speaker

Keynote Speaker. William J. Pallett Senior Vice President, People Resources. It’s Not About You Anymore…. You No Longer Hold All The Cards!. Love ‘Em’ or Loose ‘Em’. What They Want……. Fun….Cool….Feel Good Exciting work, challenge Feedback Learning Belonging….Social…..Tribal

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Keynote Speaker

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  1. Keynote Speaker William J. Pallett Senior Vice President, People Resources

  2. It’s Not About You Anymore…. You No Longer Hold All The Cards!

  3. Love ‘Em’ or Loose ‘Em’

  4. What They Want…… Fun….Cool….Feel Good Exciting work, challenge Feedback Learning Belonging….Social…..Tribal Authenticity….No Corp B.S. Great work environment and culture Good manager….Access….Non-Hierarchical Impact….feeling valued Pride in organization, it’s mission and product Work is part of life If these aren’t in place you’ll pay…….

  5. And Costly to Replace…… Replacement costs for lost talent are significant…… Entry level 30-50% Mid Level Managers 125-200%

  6. The Perfect Storm …..They will be Become Increasingly Difficult to Find…… Stiff competition for qualified workers Changing demographics in the labour pool Perception of hospitality jobs as entry-level and low-paying Labour pool is shrinking

  7. Predicted Labour Shortages by 2015…2020… St. John’s 7.9% 11.1% Halifax 4.8% 13.4% Montreal 5.7% 10.3% Ottawa 2.0% 5.4% Toronto 3.9% 8.5% Winnipeg 2.0% 4.3% Saskatoon 5.1% 8.7% Edmonton 4.3% 6.9% Calgary 3.8% 6.3% Vancouver 4.0% 7.4%

  8. What Stops Us? Forgetting the basics Managers running on empty Passing the buck Happy arrogance Differentiate between knowing and doing PoPo leaders

  9. Limited Resources Means Pay Alone Doesn’t Work New Manager = 36% Pay Increase Loss of Trust = 35% Decrease in Pay Variety in Role = 21% Pay Increase High Skill Level = 19% Pay Increase

  10. What Makes People Want to Stay? I know what is expected of me at work I have the tools I need to do my work I have the opportunity at work to do what I do best every day The mission of my company makes me feel my job is important

  11. What Makes People Want to Stay? In the last week, I’ve received recognition or praise for doing good work Organizations that have a recognition culture report employees are: 5x more likely to feel valued 7x more likely to stay with the company 6x more likely to invest extra energy to their jobs 11x more likely to feel committed to their jobs

  12. What Makes People Want to Stay? My supervisor, or someone at work, seems to care about me as a person

  13. A 25 year study of 12 million employees in 7,000 different companies discovered:The relationship with a manager determines the length of an employee’s stay

  14. Dozen Jerk Behaviours Demanding Lacking patience Blowing up Withholding praise Not listening Not caring Distrusting Giving mostly negative feedback Blaming Breaking promises Setting impossible deadlines

  15. Stock Increase Profit Increase Sustainable Growth Loyal Customers Engaged EE’s Identify Strengths The Right Fit Great Managers The Linkage Between Good Talent and Profit

  16. What Makes People Want to Stay? There is someone at work who encourages my development In the last six months, someone at work has talked to me about my progress This last year, I have had opportunities at work to learn and grow

  17. What Makes People Want to Stay? At work, my opinions seem to count My fellow employees are committed to doing quality work I have a best friend at work

  18. Mission statement includes a people focus Core values reflect importance of people Employee relations thrust are in the Strategic Plan Commitment from the Top

  19. Effective Talent Management Strategies Reflect Unique Signposts There is no one-size-fits-all approach to talent management An organization needs to shape its strategy based on its own unique characteristics, including: Culture * Type of business and business strategy Stage of Growth Size Maturity of business Employee demographics Existing and anticipated talent gaps Availability of required talent in the market

  20. Know your EVP and Cornerstones of your Culture! Determine drivers of loyalty and shared cultural norms Articulate your Employee Value Proposition Measure opinions and engagement levels regularly Action plans based on results of E.E.S. Trend results Know the cost of lost talent Hold managers accountable for the talent agenda…the buck stops with them!

  21. Align People Practices with EVP EVP Leadership the behaviours and style of Leaders, Managers and Supervisors Capabilitieswhat people must do well if they and the company are going to succeed Workforce Culturethe shared beliefs and norms that shape behaviour anddecision-making Employee Commits To... Company Commits To... Relationship Deal

  22. Shared Norms and Beliefs @ DELTA Focus on the customer is key Empowerment is essential Continuous Improvement Value delivery and cost effective focus Leadership informal, accessible, involved and approachable Minimal bureaucracy is good Everyone is a partner in the business Treat each other with respect & dignity Think LATERAL NOT VERTICAL

  23. Loyalty Drivers @ DELTA Informing employees on issues affecting them Inclusive approach in the workplace Being involved in a team to solve problems and offer suggestions Making a contribution to the business Career development at all levels We are a ‘community’ within a ‘community’ We value relationships as much as commerce

  24. Employee Value Chain Discretionary Effort EE Engagement Intent to Stay Customer Loyalty Financial Performance EE Retention

  25. The Connection to Value GOOD MGR Loyal Customer Engaged Employee

  26. EXCELLENCE STATEMENT

  27. Delta’s PR Metrics Dashboard

  28. People….Our most important resource….. And yet……the one resource we don’t own!

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