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I. Too much emphasis on pay, benefits, and perks: The Saratoga Institute reports that 88% of employees voluntarily leave their jobs for other reasons, such as misalignment of mutual expectations, person-job mismatch, insufficient coaching and feedback, perception of poor career-advancement prospects, work-life imbalance, and both distrust toward and low confidence in senior leadership. Still, most managers refuse to acknowledge the "push" factors, preferring to see the "pull" factor of more money as the prime motivator. The truth is, both push and pull factors come into play, but companies make a big mistake by hanging their employee-retention strategies solely on the easier-to-manipulate tangible factors of more pay, better benefits, and flashier perks. It's not that these factors are unimportant; they're very important. In fact, most employers of choice typically offer better pay and benefits than their competitors. But what sets them apart are positive, caring cultures where most managers know how to provide the everyday coaching, feedback, and recognition that keep employees engaged. II. Blindly following other companies' best practices: One of the disadvantages of reading Fortune magazine's "100 Best Places to Work in America" list each year is that we become so enamored of great employers that we think their best practices will work equally well for our companies. Sometimes they do, but often they don't. The best employers thoughtfully match their cultures, benefits, and management practices to the needs and desires of their workers. FedEx gears its workplace to the short-term work-experience needs of younger part-timers, while American Express focuses on long-term career development with a strong emphasis on gender equity. SAS Institute has created an employment brand that says, "Come to work for us and enjoy a campus-like environment, and have a life outside of work." This software-development company is famous for its 3% turnover rate in an industry where 20% is the norm. Most companies can't-or won't-invest the up-front dollars to do what SAS has done. The good news is they don't have to. But by asking their particular workforce what they most want and need, companies can usually provide what it takes to keep employees-and keep them engaged. The danger of benchmarking against others in your industry is that it may keep you from tailoring an innovative benefit or practice to meet the needs of the 20% of the talent that's creating 80% of the value in your company or department. III. Failure to train managers and hold them accountable: Studies of employee turnover consistently show that the direct supervisor builds or destroys employee commitment. Yet, how many companies select executives for their ability to manage people, train them in effective people-management skills, and then hold them accountable? You could probably count those on the fingers of one hand. Many employers of choice carefully monitor their managers' voluntary-turnover rates, new-hire retention rates, and employee-engagement survey scores, and reward those who score highly with bigger bonuses. Managers with low scores get lower bonuses and are called into meeting with their superiors, which may lead to more training, coaching, reassignment, or termination. In other words, smart companies know that as the competition for talent heats up, they can no longer afford the luxury of another bad manager. Hypnosis To Change Your Life. - Using The Power Of Hypnosis, You Will Lose Weight, Stop Smoking, Gain Unlimited Confidence And Motivation! Avoid The 10 Biggest Divorce Mistakes. - Find out how to avoid making common costly mistakes during divorce and save thousands of dollars.
The Opportunity to Spread the Word Last week Stephen Ibaraki (blogger extraordinaire – congrats on being named one of the top 10 in Canada) and I attended the "Global" MVP Summit and a "World" UG Management Summit in Redmond. Most of you may have heard of the MVP Summit but the UG Management Summit was a new event organized by Microsoft. Representatives from Microsoft (Redmond), INETA, Culminis, PASS and the UG Community from most geographic regions of the world were in attendance. The significance as it pertains to “Professionalizing the Profession” is that both events provided an excellent opportunity for Stephen to communicate the culmination of several years of work by a dedicated expert group of people around the world with respect to Professional Status in the ICT sector. Stephen facilitated an Open Space discussion and made formal presentations to MVP’s and those attending the UG Management Summit. Stephen is not only an extraordinary blogger but an equally impressive and effective presenter. His message went across loud and clear and generated a huge amount of interest. So much so that he was inundated with requests to pretty much speak to the “world”. So what is this all about? As someone who has spent a large part of their career as a Professional Engineer and fervently believes in the importance of Professional Status, I feel a responsibility to show my support. My purpose here is not to steal Stephen’s thunder but to explain the significance of the outcome. The Need for Change The ICT sector contribution to our existence is now totally pervasive and yet the public view of its workers has not materially changed (computer geeks, etc.). If we contrast this with other well recognized professions, such as medicine, accounting or engineering, the public may not know exactly what it takes to “get there” or exactly how it is done but there is an “image” of higher standing in society. It is time that the contribution of the ICT sector is recognized in the same manner. To do that, and stand alongside the already recognized professions with the influence that they have on society, the “IT professional” must become the “IT Professional” via some recognized accrediting body. A New Range of International Qualifications It is not my intention here to describe how this has all “magically” came together or how it is to be physically implemented but to highlight that in 2009 a new range of professional qualifications starting with the IITP (International IT Professional) as the IFIP global standard will come into being. This has all come together via the IP3 (International Professional Practice Partnership) and IFIP (International Federation for Information Processing) [a UNESCO body]. More information can be found at http://www.cips.ca/about/i3p/. To aid in gaining a “picture” of how this is to be structured and managed I have included a couple of graphics:
Over the next few years these events will have a profound effect upon the ICT Profession. We are at an historic moment in time. Every single person in the industry should become familiar with the goals and requirements of the new professional qualifications because it is likely that they will affect you in some way in the future. Before I finish I would like to take the opportunity to thank and congratulate Roger Hart for the part that he has played in bringing this together both on behalf of Canadian professionals and also on the international stage. Canada has always been a leader in these matters and it is appropriate that this year CIPS celebrates its 50th Anniversary of great service to the ICT Community. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Manage Stakeholders and Beware of the Wicked Witch! By Ron Rosenhead Forget stakeholders and they can fatally kill your project! Much has been written about why projects fail to deliver; no business case, poorly defined objectives, poor project scope alongside over-optimistic deadlines and no planned project budget! However, one area little talked about is the stakeholder – those with an interest and those who will be impacted by the project.Research points to projects being derailed by poor management of stakeholders. From questionnaire results we have identif… 2. Finding the Right Way to Motivate Your Employees By Chris Widener Fear, Incentives and GrowthZig Ziglar says that there are three main ways to motivate people in general and employees specifically. They are fear, incentives and growth. Let's take a look at each one.Fear. This is not good. Number one, it isn't right, and number two, it doesn't work well in the long run and isn't good for the overall health of the organization. Yet, still there are people who use it. They make blatant or veiled threats in order to get people to work. There is a better way.Ince… 3. Quick Tips On Bringing Out The Best In People By Ed Smith Want to bring out the best in people?Edward W. Smith, motivational speaker, author and TV show host, who specializes in quick tips on how to move your life ahead even faster, offers the following advice.First, assume that they are already the best, which will cause them to rise to the occasion and makes them feel good in the process. Remember, most people have a huge reservoir of talents and intelligence that they have not tapped into yet, and you can help both of you by allowing them to disco… 4. Do You Really Care What People Think? By Robert A. Kelly You had better care! Because what people think usually leads to predictable behaviors that can really affect your business, non-profit or association for better or worse.Look at your employees. If they believe you really don’t care about them, your organization’s productivity can take a nose dive.And what about customers? They had better remain convinced of the value of your products and services or off they go to a competitor.Even prospects constantly need to be made aware of your prod… |
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