Employer-of-Choice Scorecarding Post-Exit Surveys & Interviews Employee Engagement Surveys & Reports Career Management Process Design & Implementation Individual Assessment and Coaching Consulting Clients

Employer-of-Choice Scorecarding

The Need:

An Employer of Choice is an organization that competes for talent and consistently wins. It attracts, selects, engages, and keeps the talent it needs to meet or exceed its changing business objections. By this definition, few organizations can afford to ignore the imperative to become employers of choice in their industry or community.

The Employer-of-Choice Scorecard helps organizations define their current vs. desired employment brand in the context of business strategy, then create a comprehensive, targeted strategy for improving in four key areas of talent management—attracting, selecting, engaging, and retaining.

Process Steps:

• Typically begins with review of current business strategy and talent needs.

• In-depth post-exit interviews of a representative sample of former employees whose departure was considered regrettable.

• Concurrent telephone or personal interviews conducted with current highly valued employees representing key demographic groups, functions or departments.

• Respondents may include newly hired employees, those who have left and returned, or even highly desired applicants for employment who turned down offers.

• Focus groups frequently recommended with selected current employees, as well as the completion of employee engagement survey.

• Data analyzed and synthesized to identify key themes from which a comprehensive new Employer-of-Choice and branding strategy is developed.

• Presented to senior leaders for approval and implementation.

Post-Exit Surveys & Interviews

Organizations who care enough to find out the real reasons good employees leave can create on-target corrective and preventive turnover solutions. Using an objective and confidential third party to conduct post-exit interviews and surveys two to six weeks after the employee’s departure allows organizations to gain rich and accurate understanding of the root causes of employee turnover.

Quarterly or twice-yearly reports allow organizations to stay on target in their ongoing talent retention efforts, and hold managers accountable for their pivotal role in retaining key employees.

Process Steps:

• Typically begins with planning session with senior/HR leaders.

• Review of existing survey and development of new survey.

• Conduct post-exit interviews by phone or surveys by secure website or paper.

• Deliver quarterly or twice-yearly report of findings, including action. recommendations to improve employee attraction, selection, engagement and retention.

• Conduct periodic review of process.

Employee Engagement Surveys & Reports

The Need:

If only 25 percent of U.S. employees are engaged, defined as highly productive, satisfied, and intending to stay in the organization, then the disengaged 75 percent are most definitely driving away customers. The revenue losses that result are reason enough to start measuring employee engagement in your organization.

Survey results provide a scorecard for benchmarking annual progress in employee engagement and holding managers accountable for improvements, which can help achieve significant increases in customer retention. Engagement surveys also help to diagnose issues within different units and locations that must be addressed to increase employee performance, satisfaction, and retention.

The Survey:

The survey consists of 18 questions representing nine themes known to be key engagement factors: Team Performance, Pride in Personal Performance, Understanding How One Fits into the Organization’s Plans, Relationships with Coworkers, Relationship with Manager, Feeling Valued by the Organization, Trust in Senior Leaders, Work Satisfaction, and Intent to Stay.

Process Steps:

• Planning meeting with senior leaders/project team.

• Survey customization/employee focus group

• Conduct survey via secure website, intranet, kiosks, or paper

• Report of preliminary findings

• Second employee focus group to validate findings and gather recommendations

• Final report presentation, with action recommendations, to senior leaders

• Communication of results to all employees

• Consultation/training of managers in delivery of results and action planning

Time frame: 14-16 weeks

Career Management Process Design & Implementation

The Need:

Lack of challenge in the job and perceived advancement opportunity are two of the main reasons employees disengage and leave most organizations. Often, employees fail to see actual opportunities within the organization because their managers do not take the time to communicate and make them aware of the possibilities. Compounding the problem, many employees don’t know what they want, and passively expect the organization to manage their career development.

The Service:

Partner with HR management to design a process that allows employees to complete a battery of self-assessments and learn to initiate and prepare for career discussions with their managers. The service also involves training of line managers in career coaching techniques and providing them with tools that will help them to feel more comfortable and competent assisting employees with career development concerns.

Process Steps:

• Meetings with senior managers and HR staff to define the need.

• Create planning task force of internal champions

• Tie the initiative to other HR systems and policies.

• Tailor the assessment and workshop design to the organization.

• Pilot the process with task force members.

• Assure the strong endorsement of senior executives.

• Publicize to build voluntary employee participation.

• Conduct workshops to build managers’ career coaching skills

• Conduct pre and post surveys to measure results

Individual Assessment and Coaching

The Need:

People—and their talents—make or break your business.

Successful organizations need managers, executives, and key professionals to perform at their best in the roles best suited to their talents. Top talent often needs to achieve greater self-insight and know that the organization cares about their personal growth and success.

Process Steps:

• Meet with client organization to outline the issues and assure realistic expectations.

• Consultant and individual meet to build trusting relationship, establish realistic expectations, and overview the coaching process.

• Consultant and individual meet to begin in-depth interview and assessment process, which usually includes multi-rater feedback.

• Consultant presents written report of assessment results and feedback to individual.

• Consultant and individual discuss various work-role options and create a written developmental and performance management plan with specific actions and accountabilities.

• Consultant and individual meet periodically to monitor progress and plan/practice positive behavioral changes.

• Coaching process may continue for several months up to more than a year to assure that desired behavioral changes are achieved.

Consulting Clients

Keeping the People, Inc.
13488 West 126th Terrace
Overland Park, Kansas 66213
(913) 620-4645