Post on 09-Apr-2018
transcript
8/8/2019 Workshop Employee Relations and Loyalty
1/49
A Special Presentation for FMIs 2008
Productivity Plus Conference
EmployeeRelations
and Loyalty
Dale Deitchler
Noah Lipschultz
8/8/2019 Workshop Employee Relations and Loyalty
2/49
Definitions of Loyalty
Being motivated to do good
work (39%).
Going above and beyond
job requirements (34%).
Plan to stay at company for
2+ years (19%).
Would recommendcompany to job seekers
(7%).
New York Times Job Market
8/8/2019 Workshop Employee Relations and Loyalty
3/49
Loyalty Risk Categories
Truly Loyal: employees who plan to stay
with you and want to stay with you.
High Risk: employees neither committed
nor planning to stay.
Trapped: plan to stay in same line of
business, but not necessarily with you.Walker Information Loyalty Report (9/07)
8/8/2019 Workshop Employee Relations and Loyalty
4/49
8/8/2019 Workshop Employee Relations and Loyalty
5/49
genda Promoting
Employee Loyalty
Loyalty and Ethics
What to Do When
Loyalties Fail
Managing for
When Employees
Leave
8/8/2019 Workshop Employee Relations and Loyalty
6/49
Promoting Employee Loyalty
8/8/2019 Workshop Employee Relations and Loyalty
7/49
Managing Employee Loyalty
Goal: Keep Trusted Employees,
motivate/move out High Riskand
Trapped Employees
Strategy: Identify employees in each
category and seek to reward/motivate
them differently, but do so with an eyetowards issues of discrimination and
disparate treatment
8/8/2019 Workshop Employee Relations and Loyalty
8/49
Managing Employee Loyalty
High Riskemployees are not
necessarily those in protected categories
Trappedemployees are not single
mothers
Truly Loyalemployees are not all
white, male, under 40, etc.
8/8/2019 Workshop Employee Relations and Loyalty
9/49
Promoting Employee Loyalty
You must manage all categories
of employees: Truly Loyal, High
Risk, and Trapped. You cannot
manage for only one category.Each presents its own issues.
There are issues, however, thatpervade allcategories.
8/8/2019 Workshop Employee Relations and Loyalty
10/49
8/8/2019 Workshop Employee Relations and Loyalty
11/49
Promoting Employee Loyalty
$HOW ME THE MONEY$$!!!
Recognize Limited Shelf-
Life
8/8/2019 Workshop Employee Relations and Loyalty
12/49
Promoting Employee Loya lty
Information Sharing -- Keep Employees
Informed:
- Expansion (or Contraction)
- New management, new supervisors
- New Methods, New Equipment
- Wage scales and how wages are determine
- Company benefits and what they mean
8/8/2019 Workshop Employee Relations and Loyalty
13/49
Promoting Employee Loya lty
EMPLOYEE INPUT: Employees Feel They
Don't Have a Say on Things Affecting TheirJob
Their ideas are not given consideration
Changes made suddenly and without notice
Changes made after employees are consultedbut their suggestions ignored
No planned communications from employees
8/8/2019 Workshop Employee Relations and Loyalty
14/49
Promoting Employee Loya lty
Fair workplace policies Avoid Poor or Non-
Existent Personnel Policies
Nothing is in writing
Nothing is communicated
What there is, is poorly done and not understood
The policies, if written, do not meet the needs of
management or employees
Infrequently or never reviewed or updated
No Internal Complaint Procedure
Progressive Discipline
8/8/2019 Workshop Employee Relations and Loyalty
15/49
Promoting Employee Loya lty
Consistent and Fair Policy
Administration.
No Favoritism
Keep Promises
8/8/2019 Workshop Employee Relations and Loyalty
16/49
Promoting Employee Loya lty
Advancement
Periodic appraisal of performance by supervisors
Promotions from within
Employees know how to work for promotion
Employees know why they are not promoted
Employees are informed of promotions made
from within
8/8/2019 Workshop Employee Relations and Loyalty
17/49
Promoting Employee Loya lty
Eliminate Poor Working Conditions
Lack of proper/adequate tools, materials and
equipment to do the job
Poor lighting, unclean work area and safetyhazards
Poor rest areas and/or lunch areas
Poor, dangerous or inadequate parking
Unclean rest rooms
8/8/2019 Workshop Employee Relations and Loyalty
18/49
Promoting Employee Loya lty
First-line Supervision
Not concerned about employees, their concerns,
their roles, their advancement. Abusive
management is tolerated.
Do not appear often enough in working area.
Supervisors too busy to listen to, investigate andget answers to employee problems
8/8/2019 Workshop Employee Relations and Loyalty
19/49
Fac tors Driving Loyalty
Care/Concern & Addressing Personal
Needs
May be necessary to make exceptions
but dont discriminate!
Personal acts of kindness and concern
8/8/2019 Workshop Employee Relations and Loyalty
20/49
Workplac e Ethics
8/8/2019 Workshop Employee Relations and Loyalty
21/49
Companys failure to establish standards /
culture
Greed
Desire to advance career
Pressure to meet unrealistic performance /
financial goals and deadlines
Poor training/communication
Low morale
Why Employees Behave Unethically
mutually assured destruc tion
8/8/2019 Workshop Employee Relations and Loyalty
22/49
Challenges to Ethic s
Businesses are more likely to make ethical
compromises during economic downturns
48% agree or agree strongly.
The Power of Ethics: Watson Wyattsworkplace survey shows that companies
with high employee trust levels significantly
outperform low-trust companies.
8/8/2019 Workshop Employee Relations and Loyalty
23/49
Drafting a Code of Ethic s
Do We Need One?
What factors gointo deciding
whether to issue
a code of ethics?
Are there types of
companies which
should not have a
code?
8/8/2019 Workshop Employee Relations and Loyalty
24/49
What Kind of Code Is Best?
Which is preferable a short
statement of core principles ora more detailed list of rules?
What are the key types ofmisconduct the company
should look to prevent and
how does that affect the lengthand detail of the code?
What specific sections should
a code include?
8/8/2019 Workshop Employee Relations and Loyalty
25/49
Onc e Its Written, Then What?
How do you assure that employees and
management take the code seriously?
Is a special ethics officer needed or
recommended?
What types of reporting and enforcement
measures are advisable and who shouldhave that responsibility Legal? Human
Resources? Corporate compliance?
8/8/2019 Workshop Employee Relations and Loyalty
26/49
What To Do WhenLoyalties Fail
8/8/2019 Workshop Employee Relations and Loyalty
27/49
Failed loyalties are notviewed from just the
employers perspective.
Employers need to plan for when employees
believe that the employer has failed in itsloyalties. One employees failures can impact
the group as a whole.
Failing to consider employee complaints,
disappointment or disenchantment can lead to
disaster.
Failed Loyalties
8/8/2019 Workshop Employee Relations and Loyalty
28/49
Failed Loyalty Consequences
Employees more apt to seek outside
help or punish employee if they lack a
sense of trust and loyalty.
They look for someone to protect them:
EEOC
NLRB
Plaintiffs lawyer?
8/8/2019 Workshop Employee Relations and Loyalty
29/49
8/8/2019 Workshop Employee Relations and Loyalty
30/49
Failed Loyalties
Failed Employee Loyalties:
Theft
Breaching duty of loyalty
Harassment
Violence
Unfair competition
Poor work performance
8/8/2019 Workshop Employee Relations and Loyalty
31/49
Failed Loyalties
Failed Employer Loyalties:
Perceived disparities in employee classes
Perceived benefit losses
Harassment/discrimination
Lack of communication
8/8/2019 Workshop Employee Relations and Loyalty
32/49
Correc ting Failed Employee Loyalties
1. Use Proactive management
2. Identify person(s)/team responsible
for various issues
3. Plan for worst-case situations and
develop possible options beforehand
4. Communicate, communicate,
communicate!
8/8/2019 Workshop Employee Relations and Loyalty
33/49
Correc ting Failed Employee Loyalties
5. Have a plan but be flexible in its
application
6. Consider the employee category
potentially at issue but be preparedfor revelations
7.Document problems
8. Failed employeeloyalties can lead to a
perception of failed employerloyalties
8/8/2019 Workshop Employee Relations and Loyalty
34/49
Correc ting Failed Employer Loyalties
Communicate effectively in the first
instance
Enforce policies quickly and fairly
Take action immediately if possible
Correct mistakes quickly
8/8/2019 Workshop Employee Relations and Loyalty
35/49
Correc ting Failed Employer Loyalties
Use an appropriate spokesperson
Communicate further
Document to the extent necessaryand advisable
8/8/2019 Workshop Employee Relations and Loyalty
36/49
Managing forWhen Employees Leave
8/8/2019 Workshop Employee Relations and Loyalty
37/49
Managing Employee Losses
Why employees leave:
1. Competition
2. Disenchantment
with current position
3. More room for
advancement
4. Personal financial
issues
8/8/2019 Workshop Employee Relations and Loyalty
38/49
Managing Employee Losses
Manage losses begins
beforeemployees are
hired by considering:
1. Hiring process
2. Protection of
confidential information
8/8/2019 Workshop Employee Relations and Loyalty
39/49
Managing Employee Losses
Hiring process:
Use the hiring process to weed out potential
High Riskor Trappedemployees to minimize
losses
Consider the employees work history
Background checks
Drug Tests
8/8/2019 Workshop Employee Relations and Loyalty
40/49
Managing Employee Losses
Hiring process:
Ask probing questions about employees
interest in position
Ask why employee is leaving current
position
Ask employee if he/she would considerother opportunities
8/8/2019 Workshop Employee Relations and Loyalty
41/49
Managing Employee Losses
Protecting confidential
information:
Identify information that
needs protection
Non-lawyers are key to
defining information to
be protected
8/8/2019 Workshop Employee Relations and Loyalty
42/49
Managing Employee Losses
Protecting confidential
information:
Consider different levels
of confidentiality /protection
Have a clear confidentialitypolicy and explain why
it is needed
8/8/2019 Workshop Employee Relations and Loyalty
43/49
Managing Employee Losses
Protecting confidential information:
Have a clear policy of what is company
property and not employees personal
property
Use confidentiality agreements that
properly identify what is protected
Label as confidential and restrict
access
8/8/2019 Workshop Employee Relations and Loyalty
44/49
Managing Employee Losses
Protecting confidential information:
Make consistent backups of
computer files
Consider using pdf files to transferelectronic information
Adopt an electronic use policy
Monitor employee email use
Use passwords/encryption
8/8/2019 Workshop Employee Relations and Loyalty
45/49
Managing Employee Losses
Protecting confidential information:
Collect information, keys and passcards
from departing employees immediately
Departing employees should confirm
return of all information, including anyused on home computers
Ask questions in exit interview regarding
computer use and document downloading
Confirm employees continuing
obligations in follow-up letter
Information Generally
8/8/2019 Workshop Employee Relations and Loyalty
46/49
Unique DistributionProcesses
Experimental prototypesInformation
Current cost/pricing data
Sales/marketinginformation and forecasts
Budgets & forecasts
P & L statements
Strategic business plans
Proprietary softwareapplications & programs
Compilations
Information Generally
Entitled to Protec tion
Issue: Communications
8/8/2019 Workshop Employee Relations and Loyalty
47/49
Issue: Communications
With New Employer
Possible issues:
defamation and
intentional
interference
8/8/2019 Workshop Employee Relations and Loyalty
48/49
Questions?
8/8/2019 Workshop Employee Relations and Loyalty
49/49
A Special Presentation for the Productivity Plus Conference
ThankYou
Dale Deitchler
Noah Lipschultz