The High Performance Organization

Talent Management is the Key to Success

Posted on November 15, 2007 by ChartCourse

Talent Management is the Key to Success

If your organization is concerned about growth,
profitability, customer loyalty, new product
development, employee engagement, and shareholder
value, you must first focus on talent management.

A recent study shows 85% of HR executives state
the single greatest challenge they have in
managing the workforce is their organization’s
inability to compete for talent.
Most people understand turnover is expensive, but
it also impacts productivity when other team
members see good people leaving.

Picture this scenario — Ray is the CEO of a large
hospital experiencing high turnover. His Human
Resources staff was spending more and more time
recruiting, hiring, and training replacements. As
soon as they got them trained, they would be gone
in six months. Patients were upset and complaints
were increasing. Their employee satisfaction
scores had dropped by 10%.

Ray decided to analysis the main reasons people
were quitting. He identified new strategies and
tactics such as creating an emerging leaders
program, providing training for managers, and
improving their employee recognition program. As a
result, they are now attracting better talent and
more importantly, have retained their top talent.
Human Resources is happier because they are not
spending all their time conducting training.
Talent management is a finely woven fabric that
includes recruiting, hiring, training, retaining,
and placing the right people in the right jobs.

A survey by McKinsey & Company asked senior
executives of global companies to rank obstacles
affecting their talent management strategies.
These are among the most critical as defined by
executives:

54% – Senior managers do not spend enough time on
talent management
52% – Line managers are not sufficiently committed
to people development
51% – Silos discourage collaboration, resource
sharing
50% – Line managers are unwilling to differentiate
high, low performance
47% – Senior leaders do not align talent
management and business strategies

So, if your organization is one of those facing
obstacles with talent management and you are
concerned about your ability to compete for
talent, you seriously need to consider a plan to
train your organization on how to effectively
retain your best talent.

Reap What You Sow – Get Started Today

By training your managers, you will help them
realize the significant leverage they have to
combat turnover in the organization. You will be
giving them the tools they need to create a
proactive and productive environment that values
key talent.

Managers need to understand they, by all means,
need to be concerned with team member retention
and know how to identify individuals at risk. Are
your managers capable of doing the following?

-Describe the scope, severity, and cost of
attrition
-Determine the risk of attrition for each team
member
-Identify which retention factors motivate each
team member
-Increase each team member’s engagement and
commitment
-Build and implement an effective Retention Action
Plan for their entire team

Visit our business resource center for programs
and products that will help you become a better
leader and create great places to work.

http://www.chartcourse.com/captains.htm

Posted in Employee Engagement, Employee Retention, Human Resource Management, Talent Management | Comments Off

Employee Retention Workshop: Creating a High Retention Workplace

Posted on November 8, 2007 by ChartCourse

Learn the 8 Dimensions of Creating a High
Retention Workplace

http://www.chartcourse.com/Employee-Retention-Workshop.html

HOW TO ATTRACT AND RETAIN YOUR BEST PEOPLE

This all day seminar will help you understand and
develop an in-depth strategy to attract, keep, and
motivate your workforce. Discover why some
employees would rather work for a good employer
than leave for a pay raise. This session will show
managers, owners, supervisors, and human resource
professionals not only how to retain their most
talented performers, but also how to transform
their entire workforce into a high-retention
culture—saving organizations countless thousands
of dollars. This session is jam packed with tips,
ideas, and advice for creating an employee
retention strategy.

Learn how to . . .

>Build a high retention workforce that reduces
employee turnover
>Help people reach greater levels of productivity
leading to higher job satisfaction
>Improve employee motivation
>Transform the entire workforce into a high-
retention culture—saving organizations countless
thousands of dollars
>Implement advice focusing on industries including
healthcare, manufacturing, service, high tech, and
professional firms

Employee Retention: Why is it important?

As you know, it is getting more difficult to find
and keep talented workers. U.S. businesses spend
over $200 billion annually recruiting and
replacing employees.

Estimates show 48 to 65 percent of the workforce
is dissatisfied with their current employment
situation and could leave for better positions as
the economic situation continues to improve.
Unemployment is the lowest it has been since 2000.
By 2010 we could expect a shortage of nearly seven
to ten million workers.

The Society of Human Resource Management (SHRM)
and the Wall Street Journal website completed the
Job Recovery Survey. The key findings revealed 64
percent of employees said they were extremely
likely to begin or increase the intensity of their
job search. An additional 19 percent said they
were somewhat likely to increase their search.

This program provides strategies and suggestions
on ways to turn an average organization into a
highly productive, low-turnover environment where
managers can focus on productivity — not
recruiting and replacing an endless stream of
workers.

Who Should Attend:

Greg Smith will help you chart your course toward
success by addressing the eight dimensions needed
to create a high retention organization. As part
of the training, you will develop a plan of action
for each of the eight dimensions.

His strategy-laden illustrations from many
different industries such as La Rosa’s, Yahoo, Jet
Blue, Google, Deloitte, Baptist Hospital, SSM
Healthcare, SAS, Ritz-Carlton hotels and others
provide proof his strategies generate measurable
results within the attitudes of people and the
bottom-line.

Our training programs will provide you with
hundreds of ideas on how to manage your
department, organization, or company. You will
leave with an action plan that can be immediately
implemented once you return to the office.

Here’s What You’re Going to Learn:

>Understand the eight key dimensions needed for an
effective organizational retention strategy
>Understand the leadership skills needed for high
retention
>Build an employee retention culture
>Implement a retention strategy that will save you
countless thousands of dollars in turnover costs
>Design powerfully effective orientation or
“Onboarding” process
>Use employee involvement programs to engage your
workforce
>Create incentives and recognition programs that
attract and keep your best performers
>Understand and create an Employee Value
Proposition (EVP) that makes you an employer of
choice
>Specific examples from leading organizations
(Healthcare/Public/Corporate)
>How to design and use Individual Retention Plans
to build powerful bonds between employees and
their managers

Posted by Chart Your Course International

Posted in Employee Engagement, Employee Retention, Employee Turnover, Good Places to Work, Human Resource Management | Tagged employee engagement, employee retention, employee turnover, job satisfaction, managing employee retention, transformational leadership | Comments Off

WINNING OR LOSING DEPENDS ON HAVING THE RIGHT PEOPLE

Posted on November 6, 2007 by ChartCourse

Today, business success is measured in TALENT – the RIGHT talent for the
RIGHT job. Jim Collins said in his book, From Good to Great, "People are
not your most important asset. The right people are. Get the right people
on the bus, the wrong people off the bus, and the right people in the
right seats." No matter what kind of business you are in, having the
right people determines success or failure.

Having the wrong person is like putting a six hundred pound jockey on a
racehorse. No matter how hard you push, you are not going to get that
horse to go any faster. Consider the following story.

George was recruited from another company and just took over as your
Sales Manager. He had never been a Sales Manager before, but he had
impeccable credentials and his resume listed an impressive track record
including great references. He was a likeable guy, sociable, and seemed
like a perfect fit for the Sales Manager's job.

However, after the first two months, sales started dropping. Two sales
people whom George supervised quit. They complained he was not
communicating and was slow in responding to their requests. George was
the first one out the door each evening. Customers began complaining that
no one was returning calls. What went wrong?

People are not cut out for every job. Past experience is not a predictor
of future success. Putting the wrong person in a job is going to generate
employee turnover, poor performance, missed business opportunities, lost
sales, unhappy customers, and increased costs.

The Missing Piece of the Puzzle

Each job requires a unique set of motivations, competencies, and talents.
To reiterate what Jim Collins said, "Get the right people in the right
seat." Obsolete hiring practices including poorly trained interviewers
don't help the situation. The reasons traditional hiring practices are
not working include:

-Failure to detect motivational fit with job
-Applicants "exaggerate" to get a job
-Relying on past experience as an indicator of success
-Legal liability
-Most interviewers are not properly trained to interview applicants
-Hiring decisions made by intuition, not fact

Each person brings their own set of unique skills, talents, and
competencies to the job. The trouble is most organizations fall short in
matching the job with the individual. Businesses have not analyzed what
it takes to be successful in each job. Just like George, he may have
been a good sales person, but was a failure as a Sales Managers.

Consider one financial institution that reduced turnover in their CSR
positions by 32% by benchmarking the personality traits and motivations
of their most successful CSR's. This saved them millions of dollars in
turnover costs each year.

So what is the answer?

Businesses today face a shrinking talent pool. Employers are seeking
better ways to accurately assess, develop, and retain top talent. Most
people realize resumes and job applications cannot be trusted. Job
interviewing is important, but has its limitations. More and more
organizations are taking the next step.

If traditional hiring practices are not producing winners, you might
consider taking the next step. Back in the late '90s, only 5 percent of
Fortune 500 companies used some type of assessment. Today, that figure
has climbed to 65 percent. A year 2000 study by the American Management
Association showed nearly half of 1,085 employers polled use at least one
assessment in their interviewing process.

Not all assessments are the same. There are a variety of assessments to
choose from. Some measure the honesty and integrity of the applicant.
Other assessments measure sales skills and determine if the candidate
will make a good salesperson. Another measures the ability to
communicate and how well the person can connect with their team.

Hiring consultants can advise you on the best assessment and strategy for
your situation. By implementing a structured hiring process coupled with
assessments or profiles will increase your chances of finding the RIGHT
person for the RIGHT Job.

Free by E-mail: If you would like a free subscription to our newsletter,
please E-mail us the word "Navigator" to navigator@chartcourse.com.

Greg Smith is the CEO and founder of Chart Your Course International
located in Atlanta, Georgia. He helps organizations recruit, hire, and
retain talented people. As a business growth consultant, he has helped
business owners reduce turnover, increase sales, deliver better customer
service, and reach long-term prosperity. He is a former examiner for the
Malcolm Baldrige National Quality Award as well as being selected by the
Human Resource Executive Magazine as one of the nation's "Top-Ten Rising
Stars" in Human Resource Management. He has authored eight books
including Here Today, Here Tomorrow: Transforming Your Workforce from
High-Turnover to High-Retention. For more information, visit
http://www.behaviorprofile.com or call (800) 821-2487 or (770) 860-9464.

Posted in Uncategorized | Comments Off

Special request from Greg Smith

Posted on October 19, 2007 by ChartCourse

As you may have read in the most recent Navigator Newsletter, we are conducting a ground breaking survey, "DO YOU TRUST YOUR HUMAN RESOURCES DEPARTMENT?"

The information we have collected so far is quite revealing. Please take three minutes out of your busy day and complete our survey. The results will be provided in a future issue of the Navigator Newsletter.

http://www.assess.biz/survey_form.asp?m=89&s=2152

Best regards,

Greg Smith
www.chartcourse.com
770-860-9464

+++++++++++++++++++++++++++++++++
Copyright 2007, CYC International

This publication and the Navigator Newsletter
is provided by Chart Your Course International.

Published by Greg Smith
Chart Your Course International Inc.
Phone: 770-860-9464/800-821-2487
Address: 2814 Hwy 212, Conyers, GA. 30094

http://www.chartcourse.com
http://www.highretention.com
http://www.behaviorprofile.com

Sign-up for Greg's Navigator Newsletter by visiting
http://www.chartcourse.com/emailnavnews.htm or. . .

Send a message to:
join-navigator@mh.databack.com

To unsubscribe, write to leave-navigator@mh.databack.com.
Nothing is required in the body or subject line in either case.

Posted in Uncategorized | Comments Off

Dynamic Teambuilding: How to Enhance Communication and Build Effective Teams

Posted on October 16, 2007 by ChartCourse

People differ from each other in fundamental ways including their values, behaviors, talents, temperaments, wants, and beliefs. Powerful communication skills and an understanding of the differences in the way people communicate are essential to effective relationships in the workplace. People will learn how to understand each other and resolve their differences. The seminar incorporates a behavior assessment to give a more complete understanding of yourself and others. You will become a more successful leader and make interactions with others more efficient and effective. This program will unlock some of the mysteries in dealing with people on and off the job. -Learn and understand your communication style and the effect it has on others -Understand yourself and others better -Improve communication -Improve hiring, development, and motivation of team members -Build productive communications with others -Reduce tension and conflict -Learn effective ways of dealing with difficult people

More information

Posted in Team Building | Tagged team building, team building workshop, team communication | Comments Off

Navigator: The Spaghetti Management Syndrome

Posted on September 25, 2007 by ChartCourse

Navigator Newsletter #126
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Greg Smith, "Captain of the Ship," publishes the
Navigator
Newsletter and is President of Chart Your Course
International.

"We help businesses create GREAT places to work."
Contact: 770-860-9464

To SUBSCRIBE to this newsletter please go to:
http://www.chartcourse.com/emailnavnews.htm

See bottom of newsletter to unsubscribe.
#########################################
PERSONAL NOTE FROM "THE CAPTAIN"

Is this all there is to life? Shortly after 9/11,
I interviewed a young man regarding how the event
changed his perspective on life. He said,

"If I die tomorrow, I want to make sure I am doing
a job that gives me meaning."

I am a very fortunate person. I am doing what I
want to do and am happy and satisfied with my
life. Since I was a teenager, it was clear to me
what I was going to pursue, what my career and
purpose was in life. I just took it for granted
everyone was like me. I was wrong.

The older I get the more I realize there are many
people who are unhappy with their jobs, unclear
about their purpose, and unsure where they are
heading. They are still trying to discover what
they are good at, or find something they enjoy.

Success is measured in many different ways. My
success in life is based on one simple formula —
SOAP.

Stay tuned for the complete article in a future
issue of the Navigator Newsletter.
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THE SPAGHETTI MANAGEMENT SYNDROME
Good Employees Require Good Managers

When an employee quits, many times they don't quit
the company — they quit their manager. I
validated this fact in a survey which showed in
46% of the cases the main reason people quit their
employer was because of their first-line
supervisor; a painful statistic when you consider
how difficult and expensive it is to find and
train good people. To make matters worse,
businesses are stupid to do nothing about it.

In my mind, it is an honor as well as an important
responsibility to become a manager. When I use
the word, "manager," I am not necessarily
referring to a job title, but talking about the
"role" of managing people.

A manager's job is not easy. The demands are
difficult. Many bosses are doing the jobs of two
or more people. Employees expect more; some are
plain difficult to work with.

Many businesses do a poor job selecting and
training managers. It goes without saying those
that do a good job selecting and developing their
managers will enjoy higher productivity and lower
employee turnover. However, most often the
employer is at fault for not giving them the
tools, training, and support to succeed.

Spaghetti Management Syndrome

Just because a person shows potential or has a
degree does not mean they will be good at managing
others. Many are skilled technicians, but
unfortunately are clueless on the art and science
of managing people.

Some businesses practice what I call "spaghetti
management." They pick a bunch of people, promote
them to managers, then throw them on a wall like
spaghetti, and see what sticks. This is not the
fault of the individual manager, but the
employer's. Without training and support most new
managers will fail. This is one of the main
reasons people today run like the plague to avoid
becoming supervisors and managers.

Sure, some managers are tyrants and no amount of
training is going to change them. But at least
good businesses recognize their mistakes and
provide additional training, or find the errant
manager a job somewhere else.

Good businesses place people skills as a vital
part of their performance management system. For
example, Synovus Financial has been listed in the
"Top 100 Best Places to Work" for several years.
They have a commandment that says, 'A manager's
most important role is to serve, grow, and inspire
his or her people—with no exception.' This
requirement had a positive impact on the bottom
line. Not only did their employee turnover rate
drop, but also their market capitalization grew
from $2.2 billion to $8 billion in four years.

Good Leaders Show They Care

I went into the Army after college to learn how to
be a good leader. My first boss was a great mentor
and teacher. He was an experienced veteran and a
former Special Forces medic in Vietnam. He was the
type of person who always put the needs of others
before his own interests.

As the lowest ranking member of my battalion, I
had to pull duty on the worst day of the year —
New Years Eve. I worked all day and then I was up
all night. You can imagine what mischief 500
soldiers can get in. Finally, Saturday morning
arrived and I could not wait to go home. The
phone rang; it was Joe, my boss. He wanted to know
if I had made any plans for lunch. He and his wife
had prepared something and he wanted to bring it
over to me. Today, I don't remember what the food
was, but it was a meal I will never forget.

That one small act of kindness crystallized in my
mind what leadership was about — caring for those
you lead. That act taught me more about leadership
than all the degrees and diplomas hanging on my
wall.

Here are a few suggestions to consider in your
management development program:

>Establish key competencies your managers should
possess and demonstrate.
>Have company executives share their expectations
with your managers.
>Consider using a 360-degree evaluation on top
management.
>Hold managers accountable and responsible for
retention.
>Have HR train managers on reward and recognition.
>Provide the support and tools to help managers do
their job well.
>Start measuring turnover and apply the cost to
the bottom line.
>Conduct post exit interviews to discover the real
reason employee's quit.
>Complete an individual retention profile on every
employee.
>Conduct an employee satisfaction survey at least
once a year.

Please contact us about our online and onsite
management development programs.
http://www.chartcourse.com/contactus.htm
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WORKPLACE SURVEY DATA

Workplace Stress

In a survey of 506 employed American adults, 22
percent report having been driven to tears as a
result of workplace stress.

RJC Associates ~ San Francisco

Smile!

According to a study of 80 randomly selected
individuals who participated in two simulated job
interviews, 58 percent were more likely to be
hired and 53 percent received higher salary offers
after their teeth had been whitened.

Kelton Research ~ Los Angeles

Women in the Boardroom

The overall proportion of women on the boards of
Norway's publicly listed companies is double the
level of most Western countries, according to a
new report.

Norway-26.6%
United States-13.6%
Canada-11.2%
Britain-11.8%
Australia-8.4%

Center for Corporate Diversity
Oslo, Norway

Working with Friends

A new survey finds 57 percent of 150 senior U. S.
executives say office productivity improves when
co-workers are friends outside the office.

Accountemps
Menlo Park, CA

Long Hours

According to the Working Time Around the World
report, 614.2 million workers, or approximately 22
percent of the global workforce, work for more
than 48 hours a week.

International Labour Organisation ~ Geneva

As reported in Human Resource Executive Magazine
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UPCOMING TRAINING OPPORTUNITIES

TELESEMINAR ~
DESIGNING AN EMPLOYEE RETENTION STRATEGY
Five Steps to Reduce Turnover

Thursday, October 4
3:00-4:30 p.m. EST (Atlanta time)
90 minutes/$125 per person
CD available
Register Online

Learn how to create a work environment that
attracts,keeps, and motivates your workforce.
Discover why some employees would rather work for
a good employer than leave for a pay raise. This
session will show managers, owners,supervisors,
and human resource professionals not only how to
retain their most talented performers, but also
how to transform their entire workforce into a
high-retention culture, saving organizations
countless thousands of dollars. This session is
jam packed with tips, ideas, and easy to implement
advice.

More information at:
http://www.chartcourse.com/teleseminar_retention.html
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THE INSTITUTE OF EMPLOYEE RETENTION
& JOB SATISFACTION

Thursday – January 24, 2008
World Trade Center Club
Atlanta, Georgia
8:30-4:30 p.m.
$699 each per person
$599 each for two people
$449 each for three people or more

More information at:
http://www.chartcourse.com/Employee-Retention-Workshop.html
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SELF-CONTAINED CUSTOMER SERVICE
TRAINING PROGRAM FOR FRONT-LINE EMPLOYEES

The Service First Video Library is used by
thousands of retail, service, healthcare, and
government organizations worldwide. Designed for
front-line employees, it is easy to train any
number of individuals with immediate results. REE
ONLINE previews and ordering for the 12-video set.

Each Video Library Includes:

-PowerPoint slides
-70-page facilitator guide
-Handouts
-Certificate of Accomplishment
-Free 1-800 technical support
-Lifetime replacement policy
-Discussion guides
-Answer sheets
-Choice of VHS, DVD, CD
-Free bonuses!
Save $1110

More information at:
http://www.chartcourse.com/servicevideo.htm
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BECOME A VOYAGEUR TODAY!

We have upgraded the Voyageur program providing
members with over $1,700 worth of free products
and services. Members receive additional content,
discounts,and access to me with call-in days,
conference calls,and an unbelievable "members
only" webpage of the best we have to offer.
Monthly or annual subscriptions are available.
Here are just a few of the benefits:

–Consulting call-in days
–Free phone conferences
–Copies of books, reports, and whitepapers
–Member's Only website

Don't let this ship sail without you!
http://www.chartcourse.com/voyageur.html
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POPULAR WEB PAGES

>Blog
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>On-Line and Classroom Learning Programs
http://www.chartcourse.com/supervisortraining.html

>The BEST SELLING Icebreaker Book
http://www.chartcourse.com/book_energizers.html

>Management Profiles and Pre-Employment
Assessments http://www.behaviorprofile.com

>360 Assessments
http://www.chartcourse.com/360assessment.html

>Idea/suggestion Programs
http://www.chartcourse.com/bright-ideas-employee–
suggestion-program.html

>Customer Service Training Programs
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.html

>Free Problem Solving Articles & Resource Center
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>Special Reports
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>Special Deals
http://www.chartcourse.com/captainsspecialdeals.ht
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Please feel free to forward this newsletter to
your friends
and coworkers.

Sign-up for Greg's Navigator Newsletter by
visiting
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This publication and the Navigator Newsletter
is provided by Chart Your Course International.

Published by Greg Smith
Chart Your Course International Inc.
Phone: 770-860-9464/800-821-2487
Address: 2814 Hwy 212, Conyers, GA. 30094

http://www.chartcourse.com
http://www.highretention.com
http://www.behaviorprofile.com

Sign-up for Greg's Navigator Newsletter by visiting
http://www.chartcourse.com/emailnavnews.htm or. . .

Send a message to:
join-navigator@mh.databack.com

To unsubscribe, write to leave-navigator@mh.databack.com.
Nothing is required in the body or subject line in either case.

Posted in Uncategorized | Comments Off

STUPID THINGS BUSINESSES DO TO RUN OFF GOOD EMPLOYEES

Posted on September 7, 2007 by ChartCourse

Author and Consultant, Gregory Smith to Speak at SHRM Conference in
Atlanta

Atlanta, Ga. (September 7, 2007) ~ The Society for Human Resource
Management (SHRM) ~ Atlanta is pleased to announce Gregory P. Smith will
present at the 17th Annual Southeast Human Resource Conference in
Atlanta, Georgia on Monday, October 15, 2007. He is speaking on employee
retention, employee recruitment, and employee engagement. Smith's is a
sought after conference speaker. His inspirational speaking style and
leadership experience will captivate the audience and provide valuable
information to all who attend.

Smith is the founder and president of Chart Your Course International
Inc., a professional development training organizational focusing on
employee retention. Greg says, "Most businesses are oblivious to their
own stupid policies and procedures that force good employees to quit."
"Another reason there is high turnover is no one assumes responsibility.
Businesses waste billions of dollars replacing people, instead of placing
effort retaining them," says Smith.

Smith has guided hundreds of businesses with measurable improvements in
reduced employee turnover, increased sales, and better customer service
leading to long-term prosperity. One of the workforce trends Greg talks
about is the use of online employee selection assessments.

Smith's hard work and dedication led him to earn the Order of Military
Medical Merit; a listing in the Harvard University's International
Directory of Management Scholars; and the honor of being selected as one
of the nation's Top Ten "Rising Stars" in human resource management by
the Human Resource Executive magazine.

Greg served on the Board of Examiners for the Malcolm Baldrige National
Quality Award. This award is presented by the President of the United
States each year and is the nation's highest honor for business
excellence. Smith began his career on the front line as an U.S. Army
officer. He was a management consultant to military generals, and played
a major role in the largest organizational transformation in U.S. history
including efforts spearheaded by the Vice President of the United States.

Smith is able to spread his wealth of knowledge throughout the world as
the author of numerous books, audios, videos, and leadership and
management development programs. He is the publisher of the Navigator
Newsletter; and has been featured in USA Today, HR Magazine, Business
Week, Christian Science Monitor, President & CEO, Boston Globe,
Kiplinger's Personal Finance, and others. He has authored eight books
including his latest, 401 Proven Ways to Retain Your Best Employees.

The Society for Human Resource Management (SHRM) is the world's largest
human resource management association, and is dedicated to promoting the
use of sound and ethical human resource management practices in the
profession, to being the voice of the profession on human resource
management issues, to facilitating the development and guiding the
direction of the human resource profession, and to establishing,
monitoring, and updating standards for the profession.

Contact: Jan King
E-mail: jan@chartcourse.com
Website: www.chartcourse.com
Phone: (800) 821-2487 (770) 860-9464Greg's new book:
401 Proven Ways to Retain Your Best Employees
http://www.401-provenways.html