Marcia Zidle is a board certified executive coach, business management consultant and keynote speaker, who works with organizations to leverage their leadership and human capital assets that results in higher performance and profitability.
She has 25 years of management, business consulting and international experience in a variety of industries
and brings an expertise in social and emotional intelligence; executive and team leadership; employee engagement and innovation; personal and organization change management
She has been selected one of LinkedIn Profinder’s top leadership and career coaches for 2016& 2017!
The best way to find out what your employees want and how to retain them is to ask them. Ask questions to gauge how you're meeting your employee's expectations. Not just "How's it going?", but specific questions to get specific answers. Explore why these people remain with your company. Why did they join the organization? How well are their objectives or dreams being fulfilled? Which aspects of their work do they enjoy the most? Which do they least enjoy? Are they receiving sufficient opportunities for growth and development? What would influence them to look elsewhere?
The stay interview is a one-on-one interview between a manager and a valued employee. Its aim, quite simply, is to learn what makes employees want to keep working for you. Likewise, it is designed to elicit what might motivate them to leave. In an effective 30-minute stay interview, managers ask standard, structured questions casually and conversationally. It's not a performance discussion but rather a "let me get to know you and your goals" discussion.
The stay interview is an opportunity to build trust with employees and a chance to assess the degree of employee satisfaction and engagement that exists in a department or company. Stay interviews are preferable to employee satisfaction surveys because they: provide a two-way conversation and a chance to ask questions, get a more in-depth understanding of that employee's current motivation, and offer managers the opportunity to quickly reinforce the positives and deal with the employee's concerns.
Time is Money. There are a variety of direct costs to the organization associated with poorly managed conflict, including, in the worst cases, the loss of customers and good employees. One that is visible to everyone is the time taken to successfully resolve issues. Time that would be better spent on accomplishing work and achieving goals is instead used to manage disagreements, smooth ruffled feathers, and deal with difficult people.
When CPP Inc commissioned a study on workplace conflict, they found that that an overwhelming majority (85%) of employees at all levels experience conflict to some degree. Furthermore, they found on average, each employee spends 2.1 hours every week – approximately one day a month – dealing with conflict in some way (being involved in a disagreement, managing a conflict between co-workers, etc.)
For the US alone, that translates to 385 million working days spent every year as a result of workplace conflict.
It is also a major drain on the resources of HR departments: half of the HR workers questioned (51%) spend between one and five hours a week managing disagreements.
The crucial issue is not whether conflict, disagreement and difficult people can be avoided; the real concern is how they can be dealt with that will lead to positive outcomes. If managed improperly, businesses’ productivity, operational effectiveness, and morale take a major hit. On the other hand, when channeled through the right tools and expertise, conflict can lead to a better understanding of others, improved solutions to problems or challenges, and major innovation.
Is your hiring and onboarding process costing you unnecessarily? Did you know….Nearly 1/3 of people are job searching within six months of employmentAlmost 1/3 of externally hired executives miss expectations in the first two yearsWith 10-15% annual attrition, companies lose about 60% of their entire talent base within four years.Introducing an onboarding program in to your hiring process can mean the difference between retaining top employees or watching them walk out the door after several months. Companies who implement an effective onboarding program during the first three months of the new hire employment experience, will have 31% less turnover than those who don’t according to the Aberdeen Group.Onboarding is important because it introduces the employee to the company’s culture and expectations and gives the employee the vital training and information needed to succeed in their new position. Also, a new hire’s compatibility or culture fit will likely be determined during the onboarding process. This can save the employer from a prolonged investment into the wrong person. A strategic onboarding plan can dramatically impact your business. Investing in an onboarding process will help reduce turnover and increase new hire effectiveness. An onboarding program isn’t just a routine checklist; it should be a comprehensive process that makes the new employee as well as the company confident they made the right choice and confident they can succeed in their new job.What does yours do? And do you even have an onboarding program?
High performing teams are the backbones of successful, sustainable organizations. How well teams work together, communicate and resolve conflict can drive the success – or failure – of your company.
Great teams are energizing and productive, delivering breakthrough results. In an effective team, everyone understands how to contribute in ways that support team outcomes that go above and beyond what any individual could accomplish alone. But teamwork isn’t easy. Even the best teams, with the most well-intentioned members, can encounter problems that hinder their collective accomplishments.
This webinar is designed specifically for your managers and leaders to maximum their team’s productivity by understanding how to navigate the stages of team development; address the various challenges that occur throughout the team’s life cycle; and learn leadership techniques for different types of teams including project, cross cultural, virtual, self-managed and permanent. They will also develop skills to enhance communication and trust; align team members around shared goals; and effectively plan, communicate, execute, and deliver on those goals.
Highly effective teams increase innovation, creativity, as well as, the quality and quantity of results. Teams are also the breeding ground for your future leaders. So why not start building their fire-fighting team skills now!
Is your hiring and onboarding process costing you unnecessarily? Did you know
Nearly 1/3 of people are job searching within six months of employment?
Almost 1/3 of externally hired executives miss expectations in the first two years?
With 10-15% annual attrition, companies lose about 60% of their entire talent base within four years?
Introducing an on boarding program into your hiring process can mean the difference between retaining top employees or watching them walk out the door after several months. Companies that implement an effective on boarding program during the first three months of the new hire employment experience will have 31% less turnover than those who don’t according to the Aberdeen Group. Onboarding is important because it introduces the employee to the company’s culture and expectations and gives the employee a vital training and information needed to succeed in their new position. Also, a new hire’s compatibility or culture fit will likely be determined during the onboarding process. This can save the employer from a prolonged investment into the wrong person. A strategic onboarding plan can dramatically impact your business. Investing in an onboarding process will help reduce turnover and increase new hire effectiveness. An onboarding program isn’t just a routine checklist; it should be a comprehensive process that makes the new employee as well as the company confident they made the right choice and confident they can succeed in their new job. What does yours do? And do you even have an onboarding program?
You’ve made your decision about whom to hire. You’ve gotten them excited about their new job. You’re excited about what they can bring to your team. Now what?
If you’re like most good organizations, you’re doing something more. The Aberdeen Group reported that 70 percent of all organizations currently deploy some sort of onboarding program with leaders entering new roles. While this is a good thing, there is great variability in the focus, depth and length of these programs. The most superficial tend to provide surface-level “meet and greets” and focus on initial paperwork and process knowledge. Others go deeper, focusing on helping leaders learn to navigate the organization’s culture and understand the informal organization and key players.
What does yours do? And do you even have an onboarding program?
Also, don’t forget internal transfers. Though onboarding usually focuses on people new to an organization, your current leaders entering new roles need assistance as well. Organizations are made up of many micro-cultures and the informal culture (how things really get done) is what typically drives an organization. Unwritten rules and politics, if not openly discussed, will create obstacles and slow execution.
Remember, you never get a second chance to make a good first impression. Onboarding isn’t just about facts; it’s about feeling, too. Effective onboarding programs provide an experience which helps new hires and leaders affirm that they made the right career move. This webinar will cover what you need to ensure your organizationis building a stable, committed productive workforce from the start.
Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N' Out, and you'll get a taste of these brands’ vibrant cultures. Unfortunately, culture is often misunderstood and discounted as a touchy-feely, rather than a bottom line, a component of a business. That’s not the case. As Peter Drucker, the founder of modern management said, “Culture eats strategy for lunch.” Culture is one of the most important business drivers that has to be intentionally set and periodically adjusted to push long-term, sustainable success. It's not good enough just to have an amazing product and a healthy bank balance. The workplace culture can enable a company's success or be the key to its undoing.
What about your company’s culture? Does it inspire and engage or get in your people’s way, slowing and wearing them down? Is it driven from top-down directives or cross-department collaboration? What stories do your people and your customers tell about you? This webinar will show how you can get a good read on the health of your culture.