Talent Report+THRIVE

Talent Report: Talent Strategies for Retention

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Description: In this episode, we’ll explore the April edition of MRA's monthly Talent Report! 

We’ll hear from Jim Morgan, Vice President of Workforce Strategies, on best practices regarding internships and cross-departmental training, uncover C-Suite priorities and top creative HR strategies, learn how to improve employee productivity, and more! 

Resources:

Talent Report+ Webinar Series 

MRA Membership 

About MRA 

Let's Connect:

Guest Bio - Jim Morgan 

Guest LinkedIn Profile - Jim Morgan 

Host Bio - Sophie Boler 

Host LinkedIn Profile - Sophie Boler 

Transcript:

Transcripts are computer generated -- not 100% accurate word-for-word.

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Hello everybody and welcome to 30 minute Thrive,

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your go to podcast for anything and everything HR.

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Powered by MRA, the Management Association.

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Looking to stay on top of the ever changing world of HR?MRA has got you

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covered.

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We'll be the first to tell you what's hot and what's not.

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I'm your host, Sophie Boler and we are so glad you're here.

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Now it's time to thrive.

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Hello, everybody, and welcome to this episode of 30 Minute Thrive.

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We're happy you're here, and I'm excited to introduce to our guests for today.

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And that's Jim Morgan.

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And we're going to be talking about the latest information on all things

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talent related for April's edition of MRA’s Talent Report.

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So if you aren't familiar with the monthly report,

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Jim Morgan, our vice president of Workforce Strategies,

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really gives an up to the minute review of what's going on in the world of business

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with an emphasis on talent, which is based on input from CEOs, CFOs

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and HR leaders from MRA's 3000 plus member companies.

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Thousand roundtable participants and subject matter experts.

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So thank you for joining us on the podcast today, Jim.

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Great to be back again.

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Well, let's really start off

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by talking about what's happening in the recruiting and retention world.

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So I know that you really emphasize retention

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and retention strategies in this month's report.

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So what are you really seeing here?

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I'd say one of the most interesting things that we're starting to see is,

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you know, historically companies have been pretty protective of their employees.

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And then even within a company, managers are pretty protective of their employees.

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So, you know, if I report to you and I say, Hey, Sophie,

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I'd like to go work in this other department,

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you're probably thinking, I don't want you to go work in the other department.

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It took me five years to train you,

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and all this time, you know, I don't want to have to go replace you.

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And companies are starting to take a little bit

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bigger picture

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view of that with their hiring managers and their supervisors.

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That if the goal is to keep me and I want to go try something else,

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let me go try something else, because at least I'm still working in the company

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and I'm still available to you as a talent, provided

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you think I'm worthwhile employee and you want to keep me.

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And so we're seeing more companies emphasize with their employees

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and do a little bit more of a sales job to say, here are the openings we have

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at the organization.

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And so you're starting to see people that maybe were on the facility

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floor saying, hey, I'd like to work in customer service or a machinist

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that now wants to go out on the road and fix things somewhere else.

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And as companies are telling these stories and as I hear them,

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you're sort of like, well, you know, does it always work?

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And for the most part, they're like, you know, if it works, it's fantastic.

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They're happy.

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And if it doesn't work, they go back to where they were before.

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They have a greater appreciation for wherever it is that they went,

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and they're still talking about it with the other people.

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So, for example, one company had the person on the facility floor.

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They wanted to do customer service and after about two weeks he was like,

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This is not for me. I want to be back there.

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I want to be fixing stuff, making stuff, doing things and not talking to people.

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So he went back and did they invest some time in his training?

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Yes, But he got to see a little bit more of the organization.

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He's happy.

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He likes what he's doing even more, having had to see something else.

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So I think one of the new things we're seeing is the goal

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is to keep them in the organization and we can keep them in the organization.

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We should be willing to let them have a variety

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of different types of experiences so that that's sort of a new one

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as companies really try to hang on to the best people that they've got.

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Yeah, absolutely.

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And just kind of going back to talking about internships.

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I interned at

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Emory a couple of years ago, and I would just emphasize a point

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on really just being introduced to each department.

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That was kind of a big aspect that made my internship so meaningful

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and successful was being introduced to each department and just getting

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a better idea of the company as a whole instead of just being kind of submerged

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in marketing team for the whole summer, I was able to see

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what other leaders were doing and what other kinds of businesses,

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how they work, and that just gave me a better picture

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of the company as a whole, which helped in my internship a lot.

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And then I would just add another aspect

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that I loved about the internship was just

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being involved with the senior team as well

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and being able to show them the work that I did throughout the summer

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and just kind of having the opportunity to have open camera session with them

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just made my work more meaningful, knowing that, Hey,

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the senior team is involved and cares about what I'm doing to.

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There's plenty of other things

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I can mention, but I would say those were very impactful

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for me on my end and making it enjoyable and successful at the same time.

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Yeah, and I would say, you know, if someone were to say, well,

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how do I build

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a successful internship program, I think you just, you know, good for us.

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But I think you just hit on some of the ones

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that it really it's access to people, you know, whether that's

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the vice president or the C-suite or whatever it is, It's variety,

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you know, like you just got done describing

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about having the opportunity to go to different departments.

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I saw the list of ideas for projects that we gave you before you started.

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I think not being bored is another big one where it's like,

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I can see where I'm digging into something.

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I actually get, you know,

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to work on projects to lead a team to do those different things.

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Those are really what makes those internship

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experiences even even better.

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And so, you know, we're really seeing now what you just described

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both in internships and in onboarding, where, you know, companies

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from a best practice point of view will rotate people through that.

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That's just like you might have come

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to our insurance company because you wanted to be in an actuary

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or we're going to spend the first six months or year with you spending a month

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in benefits, a month as an actuary, a month in customer service,

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a month in sales, and let you see the whole organization because

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maybe actuary isn't what you want to do for the rest of your life.

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And now we've exposed you to some different things.

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So making that experience, one that I think you just described, especially

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with a internship, apprenticeship co-op, whatever it might be,

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that is an incredible retention tool,

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whether it's trying to sell an intern like you to continue to work with us

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or even a new employee who's, you know,

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maybe trying to spread their wings a little bit and look around

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any other types of trends you're seeing here.

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And I know on your short report you had

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the idea that mentors play

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a big role in internships and emerging leaders and stuff like that.

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So I think that's also a good point to touch on.

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Just having that personal weigh in on When you first start at a company

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or maybe having a mentor in various different departments,

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like you said, is there anything else you want to touch on?

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Yeah, And I think we you know, we're seeing mentors that traditional

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this is the person I can get advice from and things like that.

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We're seeing companies also maybe add a buddy

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who may not have the experience and you know the long in the tooth person

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who's been there forever and knows everything,

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but they're the friend who can just say, be careful

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when you're going to this meeting,

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because here's what usually happens or here's the history on that.

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Just to give you a heads up, that becomes another

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really important person in that person's career.

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And you're seeing companies now look at you walked into the marketing

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department at Mirror

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that were saying, all right, six or seven other people in the marketing department.

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Part of your job is to make sure Sophie has a really good experience

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here for the next three months.

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So your job also is check in on her, ask her how she's doing,

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make sure she's got projects, make sure she's happy.

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And so all of those things really just, you know, surrounding Sophie, the intern

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with a buddy, a mentor and a team,

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that makes a huge difference in terms of what your experience is like.

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And, you know, in those three or four months that you spent here.

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Absolutely.

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Another topic I'd like to dive into is your talent thinking section.

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So this month you talked about being cared for at work

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and how that affects employee productivity, loyalty and retention.

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So can you expand on your findings there?

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Yeah, this one has been pretty interesting too, as you're talking to people.

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Part of it is pandemic.

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Part of it is the influx of younger workers.

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But companies are starting to really understand

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what they're missing out on that wanting the stealth

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of belonging in walking into a remote workplace,

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a hybrid workplace, and not, you know, not going to make an argument

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to say which one's right and which one's wrong.

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But if it's a first job for someone and they're walking in

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and the mentor isn't there all the time or the team isn't there all the time,

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there's a little bit of isolation, I think, that that's going on.

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And, you know, people who are onboarded without ever meeting people in person

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and have worked there for six months and still haven't met their boss in person.

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Those are really conscious efforts now by companies to say

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this is how we're going to operate because we have to be remote

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in order to attract talent.

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But we're also attracting talent for the first time.

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And do they feel like they've got a support network?

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Do they feel like they've got people to go to

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Because a buddy in person who can take you out

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for lunch is different than a buddy that you're setting up A Zoom call

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with and hoping you can talk to them for 15 or 20 minutes.

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You're not you're not

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having the opportunity to experience the same things at the same time,

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see the same things at the same time, and you know that.

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Do I have a friend at work?

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Do I have a buddy and a mentor and work to have the person that's my my real go to?

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That's really becoming the issue

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with remote workplaces,

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maybe people that are on some days off, others that how do we make that connection

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and we have to do it purposefully because it's not just going to happen

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because everybody's in the office and we bump into each other now.

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So again, that that becomes another human

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resources hiring manager team thing that says, all right,

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if is going

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to be here and she may not see everybody all the time.

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How do we make the connections?

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How do we consciously

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get everybody together or have an outing or build project teams

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that are cutting across so that people do have a chance to feel like?

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I know people now, they know me, they like me.

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We can do things. We share common interests.

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That all adds to the experience

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at work as well, for sure, and kind of going off of that.

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Talking about getting everybody together and talking.

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You also mentioned conversations, starting spaces in the town or so.

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Can you give some examples

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of what this means and what companies are doing with this?

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Yeah, you know, and I think this is a good follow up to the last one that

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if everybody's not here and you don't have as many bump into each others

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and you don't have as many in person,

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you know,

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when you think of all the in-person meetings,

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if you're one of the first people there and somebody else is there

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early, we'll strike up a conversation about something, you know,

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and you'll learn something or somebody will hang around afterwards.

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So we don't have those. So how do we

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create these places where people are going to sit there

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for a couple of minutes and have to have a conversation?

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And so is that over a ping pong table or a foosball table where.

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All right, let's both take 5 minutes. We'll have a little game.

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And while we're playing, we'll learn something about each other.

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A company's got a garden out back and they've got a gardening group

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now that gets together on their lunch hour before work.

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And so while they're gardening, they're learning from each other.

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A company that just sets up puzzles in some of their break rooms,

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they're just that way.

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You sit in an area, you're

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walking by to put a couple of pieces in and you're there for five or 6 minutes.

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You're going to strike up a

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you know, you're going to find out who the other puzzle lovers are.

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And so you're going to have that to talk about.

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So they're just they're trying to create places where

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there's a little bit of lingering to maybe replace some of the

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bumping into each other water cooler meeting type things that they want

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to encourage folks to know each other and get to know each other.

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And so that means you might have to

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consciously say, how do we get people to stop somewhere for a couple of minutes

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and actually talk to each other?

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And that it sounds kind of crazy, but you can also see how some of these things

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work where it's like, if I see a puzzle, I'm stopping to make a couple of pieces.

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And if you're there doing it too, I mean, hey, how was your weekend?

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What are you doing? What's up?

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Nice day to day. Where are you going to go?

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Do? And I hopefully that just creates a little more camaraderie in the office.

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Yeah.

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No, I was going to say, I love that idea and I love that concept of doing that.

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I know I have a

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friend at work that where they do kind of a game day Monday,

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where one of their rooms is kind of filled with the puzzles and card games,

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and each Monday they have like a 15 minute card game kind of competition.

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And so everybody in the room

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kind of starts off their week in a fun way.

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And I'm sure there's conversations going on, too.

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So, yeah, we we had another couple that just had a huge whiteboard in their

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in their staff cafeteria lounge lunch room

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and people just put a question up there each day that.

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Who's your favorite Disney character?

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And people start drawing pictures of people and they put theirs up there.

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What was your first car?

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And oh, my first car was a Ford Pinto and it's always a deal.

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Those cars used to explode. Yeah.

00:13:48:06 - 00:13:51:02

And they just, you know, even if it's a conversation on a whiteboard

00:13:51:07 - 00:13:54:17

where you start, who is a car person, who's a Disney person, who's a

00:13:54:18 - 00:13:55:14

whatever person?

00:13:55:14 - 00:13:56:10

And again,

00:13:56:10 - 00:13:59:08

you've just created more opportunities for people to share common interests.

00:14:00:00 - 00:14:03:05

I've seen that, too, and I think the whiteboards are fun idea.

00:14:05:00 - 00:14:07:16

The kind of switching gears here and talking more about now

00:14:07:19 - 00:14:10:20

C-suite level, what are leaders up to now?

00:14:12:02 - 00:14:16:10

We've talked about this I know before, but the visibility of the C-suite people

00:14:16:10 - 00:14:20:10

of being out on the floor, making the rounds through the office,

00:14:20:18 - 00:14:23:14

knowing whose birthday it is, whose anniversary it is,

00:14:24:00 - 00:14:27:05

it's really become a priority and part of a day that even if I,

00:14:27:05 - 00:14:31:05

as the CEO, CFO, Arrow, whatever things I got

00:14:32:18 - 00:14:35:15

to and then walk through the facility,

00:14:36:05 - 00:14:39:00

they're really starting to see that I'm going to pick up

00:14:39:00 - 00:14:42:01

at least two or three tidbits of information while I'm out there.

00:14:42:09 - 00:14:44:20

I'm going to be seen as more approachable.

00:14:44:20 - 00:14:46:14

I'm not behind, not down this hallway.

00:14:46:14 - 00:14:50:09

And in my day, in my office with the door closed, I'm part of this.

00:14:50:15 - 00:14:52:08

I can ask questions of people.

00:14:52:08 - 00:14:53:22

I can stop it

00:14:53:22 - 00:14:56:16

at one of the cells on the factory floor and say,

00:14:57:00 - 00:14:59:08

What do you see and what's happening? What's going on?

00:14:59:14 - 00:15:02:18

And I probably feel unvarnished truth from people.

00:15:03:02 - 00:15:05:20

So the visibility of people knowing that they can talk to me

00:15:06:02 - 00:15:08:21

and maybe learning some things along the way,

00:15:10:03 - 00:15:12:07

that one has really gotten people's attention and,

00:15:12:15 - 00:15:15:07

you know, to the point where they'll put it on their calendar at 10:00

00:15:15:07 - 00:15:17:14

am, going for a ten minute walk through the place,

00:15:17:14 - 00:15:19:22

and they're going to know they're going to see me.

00:15:19:22 - 00:15:20:22

And we had this conversation

00:15:20:22 - 00:15:23:17

with the fire department, too, which was interesting because

00:15:24:17 - 00:15:28:04

so many people thought, oh, my gosh, if I was walking around, what's going on?

00:15:28:04 - 00:15:32:00

And, you know, they're standing outside my desk, does that mean I'm being fired?

00:15:32:00 - 00:15:34:03

What are they doing on the facility floor?

00:15:34:13 - 00:15:35:03

And the H.R.

00:15:35:03 - 00:15:38:02

departments are starting to realize that we have to be out there more often.

00:15:38:02 - 00:15:41:12

So when we are out there, people aren't freaking out thinking,

00:15:41:16 - 00:15:45:03

oh, my gosh, 50 people must be like, You let go because I was out here.

00:15:45:11 - 00:15:48:08

No, they're out there because are just trying to see what's happening

00:15:48:08 - 00:15:52:09

and so being conscious about let's make sure they know we're here.

00:15:52:09 - 00:15:52:15

You know,

00:15:52:15 - 00:15:56:13

we're not just back there doing forms or making decisions were part of the group.

00:15:56:13 - 00:16:00:21

So a lot more visibility both from the C-suite and from the H.R.

00:16:00:22 - 00:16:01:10

folks.

00:16:02:19 - 00:16:05:05

Lots of discussions around chat

00:16:05:23 - 00:16:09:03

and artificial intelligence and what do you do with that?

00:16:09:10 - 00:16:12:18

And the range is everywhere from shut it down

00:16:13:04 - 00:16:15:18

to, well, let's embrace it and see what's going to happen.

00:16:16:04 - 00:16:19:18

And it's really interesting as companies are starting to experience it

00:16:21:04 - 00:16:23:08

because it can do so much,

00:16:23:17 - 00:16:26:16

but on its own it probably can also be dangerous.

00:16:26:16 - 00:16:28:08

Like everything else.

00:16:28:08 - 00:16:30:09

And so companies are trying to figure out

00:16:30:09 - 00:16:35:03

how do we use that artificial intelligence to make what we write

00:16:35:03 - 00:16:39:01

make our content better, but not just say, well,

00:16:39:01 - 00:16:46:02

if I just push the button that says create a content piece on FMLA in Illinois,

00:16:46:10 - 00:16:47:13

and I just expected to

00:16:47:13 - 00:16:51:00

give me everything and say, All right, send that out to our 3000 members,

00:16:51:18 - 00:16:53:22

That's, you know, you're getting a little risky there.

00:16:53:22 - 00:16:57:02

And in some cases, there are people who get a little lazy there who just say,

00:16:57:08 - 00:16:59:15

Oh, well, there it is. All I've got to do is turn around and send it out.

00:17:00:15 - 00:17:04:00

But if you use it for, hey, I'm trying to write this marketing piece

00:17:04:00 - 00:17:09:03

for whatever it is, and I can talk about these are that these are what it does.

00:17:09:03 - 00:17:10:14

This is why it's good for us.

00:17:10:14 - 00:17:12:07

And I can put in some questions.

00:17:12:07 - 00:17:15:02

I might be able to get back some things that like, Hey, part of

00:17:15:02 - 00:17:18:07

that is really good or how does that line up with what I wrote

00:17:18:07 - 00:17:22:01

and are we on the same page and are people expecting the same things?

00:17:22:19 - 00:17:24:19

So right now I think it's okay.

00:17:24:19 - 00:17:28:00

And let's fill this out where, you know, where do we weigh in?

00:17:28:00 - 00:17:30:04

What's the good, what's the bad?

00:17:30:04 - 00:17:32:16

But I think like everything else with technology, it's

00:17:32:16 - 00:17:37:09

not perfect on its own, but it's got some real pluses.

00:17:37:14 - 00:17:40:16

And how do we as an organization try to figure some of that out so

00:17:41:04 - 00:17:43:16

that one is on people's minds and they're trying to figure out where

00:17:43:16 - 00:17:46:07

does that fit into everything that we do at our organization.

00:17:46:19 - 00:17:49:19

Now, we just launched a LinkedIn poll on that.

00:17:49:19 - 00:17:51:06

Actually, you

00:17:52:10 - 00:17:53:13

it's so hard

00:17:54:19 - 00:17:57:00

and it's just interesting to see,

00:17:57:00 - 00:18:00:12

you know, like what companies are are using it as a tool.

00:18:00:12 - 00:18:03:04

Some companies haven't even heard of it yet. And

00:18:04:04 - 00:18:06:16

so, yeah, we're kind of digging around with that.

00:18:06:19 - 00:18:08:15

Yeah, that's good.

00:18:08:16 - 00:18:10:14

But how about anything else?

00:18:10:14 - 00:18:11:21

Technology wise?

00:18:11:21 - 00:18:14:21

I know you touched on cyber security plans.

00:18:15:03 - 00:18:18:01

Yeah, we had a couple of roundtables and brought in some people

00:18:18:01 - 00:18:20:10

to talk about cybersecurity.

00:18:21:08 - 00:18:24:07

That's top of mind for everyone, you know, And everyone's going to,

00:18:24:08 - 00:18:24:16

you know,

00:18:24:16 - 00:18:26:01

multiple authorization

00:18:26:01 - 00:18:29:22

to make sure that, you know, we we've got some checks and balances in place.

00:18:29:22 - 00:18:33:09

But so much of it, as you you know, there's a lot that can be done,

00:18:33:15 - 00:18:37:06

but so much of it is just the blocking and tackling and your

00:18:37:19 - 00:18:42:20

your people being vigilant around, you know, update your computer.

00:18:42:21 - 00:18:46:22

So everything is you know, we've got all the patches that are supposed to be there.

00:18:47:11 - 00:18:51:15

We don't just use your last name or your birthday as your password.

00:18:51:15 - 00:18:54:02

That's probably one of the first, you know, your dog's name.

00:18:54:07 - 00:18:57:22

All those things that you commonly get asked those your security questions,

00:18:58:08 - 00:19:01:12

you know, just be a little bit smarter than that, but smarter than that.

00:19:01:22 - 00:19:04:07

Don't use the public life wi fi.

00:19:04:07 - 00:19:05:12

Use your VPN.

00:19:05:12 - 00:19:09:00

So you've got that secure connection at your workplace.

00:19:09:09 - 00:19:13:11

Don't just open stuff, you know, look at it, see what that email address

00:19:13:11 - 00:19:15:13

looks like. Are there Misspellings.

00:19:16:01 - 00:19:18:17

So much of it is just an education of our folks

00:19:18:17 - 00:19:22:12

to just say she's done, don't do dumb things, you know,

00:19:23:13 - 00:19:24:13

And then some of it is, you

00:19:24:13 - 00:19:28:04

know, as company wide where, okay, we've got to do some training.

00:19:28:09 - 00:19:31:08

We've got to make sure our i.t Department is on top of things.

00:19:31:15 - 00:19:36:01

We've got to make sure we've got a good cyber security insurance plan.

00:19:36:21 - 00:19:38:21

We've got to test our incident report.

00:19:38:21 - 00:19:40:18

Let's pretend something happens.

00:19:40:18 - 00:19:43:02

What gets shut down? Where do we go?

00:19:43:02 - 00:19:44:11

You know, how do we get our backup?

00:19:44:11 - 00:19:47:20

Is our backup protected so that whoever the bad actors are, don't

00:19:48:05 - 00:19:50:18

destroy our backup and our current data.

00:19:51:04 - 00:19:54:05

So again, it's one of those where life is,

00:19:54:12 - 00:19:57:15

you know, falling back on the CTO to say, what's the plan?

00:19:57:15 - 00:19:59:03

What are we doing? What's happening?

00:19:59:03 - 00:20:03:12

But so much of it is it's going to get in because somebody got lazy

00:20:03:12 - 00:20:06:18

or somebody did something silly and said, Well, this looks okay.

00:20:06:18 - 00:20:08:09

I think I'll click on it.

00:20:08:09 - 00:20:09:07

And the next thing you know,

00:20:09:07 - 00:20:11:11

there's something in your system and we're off and running.

00:20:11:11 - 00:20:14:17

So training of employees to make sure that they're

00:20:15:12 - 00:20:19:09

following the rules and yep, I hate having to log in every time I go

00:20:19:09 - 00:20:23:12

someplace and I hate having to do this, you know, multi-factor authorization

00:20:23:12 - 00:20:24:08

and all the rest of it.

00:20:24:08 - 00:20:26:17

But there's a reason for it.

00:20:26:17 - 00:20:29:19

And I think people are starting to realize that pretty good reasons.

00:20:30:07 - 00:20:32:18

Well, and you can make some of it kind of fun.

00:20:32:18 - 00:20:36:13

Like I know here at Emory, we do the phishing alerts

00:20:36:13 - 00:20:38:09

where you have to kind of report

00:20:38:09 - 00:20:42:17

if you think an email is a phishing, a spam email, and if you get it right,

00:20:42:17 - 00:20:47:13

you have all this confetti that possible that exactly you can make it fun.

00:20:47:20 - 00:20:50:03

And if you get it wrong, then you've got to go through a class.

00:20:50:07 - 00:20:52:17

Exactly why you should have known better.

00:20:52:23 - 00:20:57:11

Yeah, but how about some of the top creative h.r.

00:20:57:12 - 00:20:59:06

Strategies that you've been seeing?

00:21:00:07 - 00:21:03:10

Get a handful of these this month.

00:21:03:10 - 00:21:07:00

You know, on the candidate experience, you know, people are getting

00:21:07:00 - 00:21:09:23

they're feeling a little bit better about finding candidates.

00:21:09:23 - 00:21:11:03

It's still not.

00:21:11:03 - 00:21:14:07

Oh, we had 100 employees of 100 people are applying.

00:21:14:07 - 00:21:15:09

We'll pick the best five.

00:21:15:09 - 00:21:17:21

We're not anywhere near that,

00:21:17:21 - 00:21:21:12

but we're getting some better candidates and companies and hiring managers, I think

00:21:21:12 - 00:21:26:10

are starting to realize that we may not get the 72 credentials that we asked for.

00:21:26:16 - 00:21:30:05

But if we've got somebody with a good attitude, that's got to work

00:21:30:05 - 00:21:32:09

ethic, that's got a little bit of experience,

00:21:32:09 - 00:21:35:04

that gets what it is that we're trying to do,

00:21:35:21 - 00:21:37:01

we're going to go with them,

00:21:37:01 - 00:21:39:15

you know, and we can train them up on some other things.

00:21:39:15 - 00:21:41:23

And so i think h.r.

00:21:41:23 - 00:21:43:02

Departments are really

00:21:43:02 - 00:21:46:17

helping to educate their supervisors and their hiring managers.

00:21:46:23 - 00:21:49:06

Look, you may not get everything, but if you get a good person

00:21:49:06 - 00:21:51:10

who's going to work hard, we're going to get there.

00:21:51:15 - 00:21:52:19

So i'm not going to worry so much

00:21:52:19 - 00:21:55:07

that they may not have these six other things you asked for.

00:21:55:07 - 00:21:57:05

We can, we can teach those.

00:21:57:05 - 00:22:03:02

So people are really looking for for fit and then sort of teaching the rest of it.

00:22:04:01 - 00:22:06:10

Onboarding we've been talking about forever.

00:22:07:09 - 00:22:10:08

But really talks about getting team support,

00:22:10:12 - 00:22:13:20

getting the body, getting the mentor and approaching

00:22:13:20 - 00:22:19:08

onboarding from a fun point of view versus the let's cram all this stuff in there

00:22:19:08 - 00:22:23:18

as fast as we possibly can and make them do all this stuff in a day or two.

00:22:24:04 - 00:22:26:16

Let's, you know, they don't need it all in three days.

00:22:26:16 - 00:22:29:06

Let's spread it out, make this a little bit more enjoyable

00:22:29:18 - 00:22:33:23

and let's show them what the whole first 90 days maybe looks like.

00:22:34:11 - 00:22:37:17

So you come in the first day and we say, Here's our finances

00:22:37:17 - 00:22:39:18

and this is what we do and this is how we budget and whatever.

00:22:39:18 - 00:22:44:02

And you leave there thinking, Holy Moses, I'm not sure I held on to any of that.

00:22:44:11 - 00:22:47:23

But then you look at your 90 day onboarding, you use the are thank goodness

00:22:47:23 - 00:22:51:00

in two weeks I sort of get a primer on our finances

00:22:51:05 - 00:22:54:02

and I get another thing three weeks later on, whatever.

00:22:54:10 - 00:22:57:12

Now I'm not in a grandma panic about, oh my gosh,

00:22:57:12 - 00:22:59:07

I hope I can remember all these people name

00:22:59:07 - 00:23:02:23

I can look at and be like, Oh good, I get to be with them again later on.

00:23:02:23 - 00:23:04:22

So people are taking a very strategic approach

00:23:04:22 - 00:23:08:02

to their onboarding and saying, What does the whole process look like?

00:23:08:02 - 00:23:09:10

So the candidate

00:23:09:10 - 00:23:12:18

doesn't show up each day wondering, okay, what am I going to have to do today?

00:23:13:03 - 00:23:17:07

They see what's going to happen and that makes them a little bit more at ease.

00:23:17:21 - 00:23:21:12

And then the emerging leaders again,

00:23:22:13 - 00:23:23:11

making sure that

00:23:23:11 - 00:23:26:22

those people are being identified and good criteria

00:23:27:05 - 00:23:30:21

with a game plan in place, that when I tell you, Sophie, congratulations,

00:23:30:21 - 00:23:33:15

you're one of our emerging leaders, one of our high potentials,

00:23:33:22 - 00:23:37:17

I can then follow that up and say, you've shown these characteristics.

00:23:37:21 - 00:23:39:10

This is what we're going to do with you.

00:23:39:10 - 00:23:41:01

Here's the training we're going to provide.

00:23:41:01 - 00:23:44:05

Here's the career path that we're trying to put in place for you.

00:23:44:10 - 00:23:46:23

Here are some opportunities that you're going to get now.

00:23:47:06 - 00:23:49:17

And it's not just, hey, when you go, you're an emerging leader.

00:23:49:22 - 00:23:51:13

Okay, great. What does that mean?

00:23:51:13 - 00:23:54:18

But it's something that you're like, okay, I've been identified.

00:23:55:01 - 00:23:57:04

People have recognized what I've done.

00:23:57:04 - 00:23:59:22

It's been announced people now.

00:23:59:22 - 00:24:01:00

So it's a big deal.

00:24:01:00 - 00:24:03:13

And letting people know that it's a big deal and it means

00:24:03:13 - 00:24:07:00

it's got some things behind it, whether that's advancement

00:24:07:08 - 00:24:10:22

or increase in compensation or benefits

00:24:11:05 - 00:24:15:08

or responsibility, it really it really means something.

00:24:17:18 - 00:24:18:10

We hear all the

00:24:18:10 - 00:24:22:06

time about how people don't quit their job or quit the company.

00:24:22:06 - 00:24:23:19

They quit their manager.

00:24:23:19 - 00:24:26:13

And one company said, you know, we're very aware of that.

00:24:26:13 - 00:24:29:21

We think we've got really good managers, but not all managers are created equal.

00:24:30:08 - 00:24:34:04

And what they've been trying to do is you come into our organization

00:24:34:04 - 00:24:38:03

and rather than you just have one manager that you report to,

00:24:38:08 - 00:24:42:11

we make sure you get a chance to meet three or four or five different managers.

00:24:42:18 - 00:24:47:11

So if by opportunity or by faith or by whatever

00:24:47:21 - 00:24:51:09

you might be a really good match with your boss, you might not be

00:24:51:09 - 00:24:54:01

might be a personality thing, might be all kinds of different things.

00:24:54:20 - 00:24:57:20

We want you to see a variety of different leadership styles.

00:24:58:02 - 00:25:00:01

So if you're thinking about going,

00:25:01:07 - 00:25:02:11

you looked around a little

00:25:02:11 - 00:25:06:00

bit, you like, you know, I do like my job and I do like this place.

00:25:06:08 - 00:25:09:07

I've got a little bit of an issue with my manager.

00:25:09:12 - 00:25:11:02

We can begin to experience that.

00:25:11:02 - 00:25:13:21

We can talk about that and either fix that relationship

00:25:14:06 - 00:25:15:14

or at least you know

00:25:15:14 - 00:25:17:21

well, there's other people around you who approach things different,

00:25:18:05 - 00:25:21:17

and maybe you're a step by step person, and this person is kind of a big thinker

00:25:21:17 - 00:25:23:01

or the opposite.

00:25:23:01 - 00:25:24:05

It might just be,

00:25:24:05 - 00:25:28:05

you know, there's a better place for you in the organization and you've seen it.

00:25:28:05 - 00:25:30:08

So I'm not going to just quit this manager now.

00:25:30:16 - 00:25:33:00

I'm going to see if there's something else I can do.

00:25:33:15 - 00:25:35:11

So those are a few things in the h.r.

00:25:35:11 - 00:25:38:05

Area that seen in the last month or so.

00:25:38:15 - 00:25:39:05

Yeah.

00:25:39:09 - 00:25:43:07

So as we begin to wrap up here, there were there was some research

00:25:43:07 - 00:25:47:21

summarized from executive networks which found that a lot of workers so h.r.

00:25:47:21 - 00:25:51:16

Leaders, business leaders, frontline leaders and workers

00:25:52:07 - 00:25:56:06

are saying that coming to the office is not commute worthy.

00:25:56:06 - 00:26:00:03

So any comments on this are no comment.

00:26:00:17 - 00:26:03:02

Commute worthy. I like that.

00:26:03:02 - 00:26:06:02

You know, i think what they were getting at was

00:26:07:06 - 00:26:09:16

i'm not going to come in, especially if my

00:26:10:10 - 00:26:12:19

if you can imagine your commute is a little bit of a pain,

00:26:13:00 - 00:26:17:21

whether it's traffic or distance or or just screws up your whole day

00:26:17:21 - 00:26:20:15

for getting kids to school or whatever it might be.

00:26:22:06 - 00:26:25:16

You have had an opportunity now to not have to have that hassle.

00:26:26:03 - 00:26:28:17

And there are, you know, legitimate reasons for going remote

00:26:28:17 - 00:26:30:20

and there's legitimate reasons for being in the office.

00:26:31:07 - 00:26:35:08

But from an employer's point of view, to make that commute worthy

00:26:35:13 - 00:26:39:02

of your time, it's got to have a purpose to it.

00:26:39:03 - 00:26:42:21

If I can do exactly what I need to do today at home

00:26:43:06 - 00:26:45:10

or at work and work means

00:26:46:00 - 00:26:49:17

45 minutes, an hour or 2 hours driving back and forth.

00:26:50:03 - 00:26:52:20

Why would I do that if I if there isn't a reason?

00:26:53:03 - 00:26:54:22

Now, is there an important meeting?

00:26:54:22 - 00:26:56:10

Do I have to be a part of something?

00:26:56:10 - 00:26:58:11

Other people coming to the company?

00:26:58:11 - 00:26:59:13

That's a big part of it.

00:26:59:13 - 00:27:02:04

And that might be part of the culture and that's tough.

00:27:02:04 - 00:27:05:08

That's the organization and you have to be there, you know, for that.

00:27:05:21 - 00:27:08:18

But organizations are looking at like, how do we become a magnet?

00:27:08:18 - 00:27:13:05

How do we make this a place that you're willing to drive 30 minutes to come here?

00:27:13:09 - 00:27:15:01

Because it's fun.

00:27:15:01 - 00:27:17:18

It's interesting. I like the people I'm working with.

00:27:18:00 - 00:27:20:06

I've got some team meetings set up.

00:27:20:06 - 00:27:24:05

We do have some conversation spaces and I want to do a puzzle for 5 minutes today.

00:27:24:10 - 00:27:27:13

I don't know what it is, but what makes what makes the office

00:27:27:13 - 00:27:30:22

look is as attractive as going to the Starbucks down at the corner.

00:27:31:08 - 00:27:33:14

And so I think the commute worthy is

00:27:34:01 - 00:27:36:21

as an employer, I can say, look, this is the way we want to function.

00:27:36:21 - 00:27:38:04

And you decided to work here.

00:27:38:04 - 00:27:41:21

And as long as I was upfront with you, that commute is part of what you do,

00:27:42:10 - 00:27:44:01

but it's your change, your attitude.

00:27:44:01 - 00:27:45:12

If you're coming in knowing

00:27:45:12 - 00:27:48:15

it's pizza day or it's jean day or it's something else day

00:27:48:15 - 00:27:51:16

and it's going to be kind of fun and relaxed or the board's coming in

00:27:51:16 - 00:27:55:01

and it's going to be really exciting because we're going to talk about new ideas.

00:27:56:03 - 00:27:57:10

We just have to be the magnet

00:27:57:10 - 00:28:01:07

for attract and we've just become a place that we want people to come to.

00:28:01:07 - 00:28:04:11

And then it's it's a non-issue for sure.

00:28:05:01 - 00:28:07:18

So you've got a chart on the talent report, too,

00:28:07:18 - 00:28:12:07

that shows keys to organizational success in 2023.

00:28:12:07 - 00:28:14:14

So can you share what's on that chart?

00:28:15:05 - 00:28:18:00

Yeah, and this was the executive networks, too, and they were just looking

00:28:18:00 - 00:28:21:20

at, you know, what's everybody focusing on for the next year?

00:28:22:00 - 00:28:24:23

And it's sort of interesting because there's probably four

00:28:24:23 - 00:28:28:11

or five things here that are all pretty close together now.

00:28:28:11 - 00:28:32:11

I don’t think anything is going to shock anybody but upskilling the workforce,

00:28:32:16 - 00:28:35:11

what are people doing and how can we make them even better

00:28:35:11 - 00:28:36:20

at what they're doing,

00:28:36:20 - 00:28:41:11

enabling that new ways of working, whether that's remote or hybrid or in-person?

00:28:41:18 - 00:28:45:11

How do we create environments where whatever we're trying to set up

00:28:45:11 - 00:28:47:07

is what people are looking for?

00:28:47:07 - 00:28:52:09

And so that becomes a plus, not a not a minus in terms of how people

00:28:53:00 - 00:28:56:15

go to work addressing employee wellbeing and mental health,

00:28:56:15 - 00:28:59:07

how do we make this a place that's supportive,

00:29:00:01 - 00:29:02:20

making sure that they're utilizing our EAP program, um,

00:29:03:12 - 00:29:05:20

knowing that the department is there for them,

00:29:06:03 - 00:29:09:19

you know, how do we make this a good place for them to go and work?

00:29:10:09 - 00:29:12:18

Diversity, equity, inclusion and belonging?

00:29:13:03 - 00:29:16:10

Are we doing what we need to do to make sure we are welcoming

00:29:16:16 - 00:29:20:22

everyone who wants to come work for us, whether that's our policies, our approach,

00:29:21:02 - 00:29:25:22

whatever it might be, looking at that, and then talent, attraction, retention.

00:29:26:01 - 00:29:28:13

You know, like I said earlier, I think it's gotten better.

00:29:28:13 - 00:29:31:16

I don't think it's quite as big of a headache for people as it has been,

00:29:32:06 - 00:29:34:23

but people have been through it now and they're like, okay, there's

00:29:34:23 - 00:29:38:05

certainly not an abundance of people and I don't want to go through what

00:29:38:05 - 00:29:40:10

we've had to go through the last couple of years.

00:29:40:10 - 00:29:42:15

So let's keep the pipeline moving.

00:29:42:20 - 00:29:44:08

Let's have people available

00:29:44:08 - 00:29:47:13

and let's make sure we're doing everything we can to hang on to the folks that

00:29:48:06 - 00:29:51:13

that we've got that we know are good and we don't want to lose.

00:29:52:06 - 00:29:53:03

Absolutely.

00:29:53:03 - 00:29:55:10

Last question here.

00:29:55:10 - 00:30:00:07

Can you give us a sneak peek what May's Senate report will be on?

00:30:00:22 - 00:30:03:12

I can tell you, but don't tell anybody else because it's topic.

00:30:04:14 - 00:30:07:09

We're going to dive deep into emerging leaders

00:30:07:09 - 00:30:11:10

and those high potentials, those people that you've identified.

00:30:11:10 - 00:30:15:13

And we're going to kind of go through what is a really good emerging leader

00:30:15:13 - 00:30:21:02

program look like, because what we're seeing is a lot of companies are saying,

00:30:21:02 - 00:30:24:10

yep, we've got emerging leaders, we've got high potentials.

00:30:24:18 - 00:30:26:08

What are you doing about it?

00:30:26:08 - 00:30:29:01

Oh, we've identified them. Okay.

00:30:29:06 - 00:30:30:13

Do they know that?

00:30:30:13 - 00:30:32:07

What was the criteria?

00:30:32:07 - 00:30:33:23

What are you doing with them?

00:30:33:23 - 00:30:36:00

And we're just seeing a lot of people are at the.

00:30:36:04 - 00:30:37:13

Yeah, that's a good idea.

00:30:37:13 - 00:30:40:08

We should be doing something about that.

00:30:40:08 - 00:30:43:04

We're going to go through sort of how do you start all that up?

00:30:43:04 - 00:30:44:17

How do you make that happen?

00:30:44:17 - 00:30:46:14

What are the steps to do that?

00:30:46:14 - 00:30:49:04

And quite frankly, where are the ways that an organization like

00:30:49:09 - 00:30:52:07

MRA can help support companies in that type of growth?

00:30:52:07 - 00:30:54:16

Because they're going to be critical in the next

00:30:55:16 - 00:30:58:15

5 to 50 years?

00:30:58:15 - 00:31:00:18

Great. Looking forward to it.

00:31:00:18 - 00:31:05:15

So I know you kind of you gave a great overview today on the April report,

00:31:05:15 - 00:31:10:05

but do you have any last thoughts or pieces of advice you want to end with?

00:31:11:05 - 00:31:15:07

I think people are starting to, like I said, feel a little bit more relaxed.

00:31:15:11 - 00:31:18:14

My advice for this month would be don't get too relax.

00:31:19:09 - 00:31:22:11

We might have a good month or two or and like we've got everybody we need

00:31:22:11 - 00:31:23:10

and whatever.

00:31:23:10 - 00:31:24:10

I would still make sure

00:31:24:10 - 00:31:27:09

there are people in the wings and you're still focusing every day on

00:31:27:15 - 00:31:30:00

how do you keep the ones you've already got?

00:31:30:00 - 00:31:32:07

Because we still have

00:31:32:17 - 00:31:35:07

a numbers problem, especially in the upper Midwest.

00:31:35:07 - 00:31:40:04

So don't get too complacent with your talent attraction and retention.

00:31:40:16 - 00:31:43:07

All right. We want good advice.

00:31:44:08 - 00:31:45:23

Well, thank you for being on

00:31:45:23 - 00:31:49:05

the podcast today, Jim, and sharing this monster report.

00:31:50:05 - 00:31:52:19

I encourage you all to share this episode.

00:31:52:20 - 00:31:56:08

Leave a comment in review and consider joining MRA

00:31:56:08 - 00:31:58:07

if you aren't a member already.

00:31:58:07 - 00:32:02:06

We do have all the resources in the show notes, so make sure check those out.

00:32:03:05 - 00:32:06:19

We also include a Jim's LinkedIn profile and his bio

00:32:06:19 - 00:32:09:18

so you can get in touch with him easily there.

00:32:10:06 - 00:32:12:08

Otherwise, thank you for tuning in today

00:32:12:08 - 00:32:15:00

and thanks Jim, for all the great information.

00:32:15:14 - 00:32:16:07

My pleasure.

00:32:16:07 - 00:32:20:13

And I hope everybody joins us at our HR conference in Wisconsin.

00:32:21:01 - 00:32:23:21

Virtually ah, and in person, which is on May 10th

00:32:23:22 - 00:32:26:06

and then a month later in June were up in Minnesota.

00:32:26:06 - 00:32:28:09

So I'll being join us for that as well.

00:32:28:19 - 00:32:30:20

Absolutely Good part.

00:32:30:20 - 00:32:31:19

Thank you.

00:32:32:06 - 00:32:34:07

And we will see you next week.

00:32:34:07 - 00:32:37:02

And that wraps up our content for this episode.

00:32:37:03 - 00:32:40:07

Be sure to reference the show notes where you can sign up to connect.

00:32:40:07 - 00:32:41:23

For more podcast updates,

00:32:41:23 - 00:32:45:18

check out other MRA episodes on your favorite podcast platform.

00:32:45:18 - 00:32:50:16

And as always, make sure to follow MRA’s 30 minutes Thrive so you don't miss out.

00:32:50:17 - 00:32:53:16

Thanks for tuning in and we'll see you next Wednesday to carry

00:32:53:16 - 00:32:55:07

on the HR conversation.

 

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