International Association for Refrigerated Warehouses
Best Practices for Recruiting and Retaining Your Warehouse Talent
- Date: Tuesday, August 29, 2017
- Time: 2:00pm – 3:00pm EDT
- Location: Online webinar
- Registration: Click here to register and receive more information.
Recruiting and retaining a quality workforce is a challenge for warehouses across the world. In a specialized and often difficult environment, refrigerated warehousing jobs can be stressful and demanding for even the most dedicated employees. So how do we attract new employees to join our companies under these difficult conditions? Maybe more importantly, how do we retain them once they are on board? Join CHIEFEXECcoach CEO Dr. Jeremy Lurey on August 29th when he will help distribution and warehouse leaders better understand the employee life-cycle and what they can do to enhance this employee experience. He will also review several best practices for attracting new employees to join our companies and then developing and retaining them once they are on board. Click here to register and receive more information about this engaging and interactive webinar program.
I remember years ago when the cost of employee turnover was calculated to be 150% of an employee’s annual salary. That amount included any internal recruitment costs, external search fees, and hiring and on-boarding expenses as well as the simple loss in productivity associated with losing and then replacing a talented worker. While that may have been more accurate for higher-level leaders and professional staff, recent research still suggests that the average cost of replacing an employee who earns less than $50,000 per year, or more than 40% of Workforce America, amounts to 20% of the person’s annual salary.
So is it worth up to $10,000 per year for you to develop and retain your most talented workers? What about $300,000 – or more – for your most seasoned senior executives?
Succession Planning: Strategies for Leveraging a Multigenerational Workforce
- Date: Wednesday, August 30, 2017
- Time: 2:00pm – 3:30pm EDT
- Location: Online webinar
- Registration: Click here to register and receive more information.
Your organization likely employs multiple generations of employees, from Boomers to Millennials. With such diversity, how can you identify and coach your next generation of leaders? Which of their widely varying skills and motivations should be developed to have the biggest bottom-line impact on your organization’s future? Plus, there’s your Board: how can you gain their buy-in for a proactive and dynamic approach to succession planning? Join CHIEFEXECcoach CEO Dr. Jeremy Lurey on August 30th when he will share a proven approach for adapting to these rapidly shifting workforce trends in the workplace with you and other executive leaders. In addition to learning the crucial elements of a “NextGen” succession plan, you will also review an actual case study that shares real-world implementation lessons learned from a recent business succession transition. Click here or contact us for more information about this engaging and interactive webinar program.
I regularly facilitate Innovation Workshops with leadership teams to help them establish their visions for the future. During these sessions, leaders regularly ask me how they can keep their Mission and organizational Values alive after these highly interactive group sessions. It’s not uncommon for a Mission statement to have a very short life of inspiring others for a few months or maybe a year before quickly fading away. Just imagine if you don’t ever share your Mission or related Values with any of your new hires who come on board after the workshop how it would have less and less impact on the organization over time.
So how do you keep everyone’s attention on your Mission statement when so much time has passed? There must be a way to keep it top of mind as opposed to having it fall off the radar, right? The following are eight great ways to engage your employees in your business and keep your Mission and Values alive so they do matter to your work.
1. Road Test & Refine – Some leaders think that once they develop a Mission statement or identify some core Values that they will magically appear in their organization and positively impact employee performance overnight. Remember, when you draft your Mission statement that only a select few even know it exists. Sometimes, it might be just you! The next critical step is to road test it with other key leaders and refine it as needed based on the feedback you gather. Note I said “key leaders” not “senior executives”. While you will surely want executive buy-in, you may want to share the draft Mission and Values with your more influential employees, including select individual contributors and customer-facing staff. Most notably, wouldn’t you want your receptionist (aka, “Director of First Impressions”) to espouse your core Values and live your Mission in every one of his/her interactions every day?
2. Showcase Star Performers – Beyond having your staff acknowledge each other, it is incredibly motivating for senior leadership to recognize their star performers too. You could do this verbally during those same staff meetings. Consider how powerful it would be, though, if you distributed a message to all staff every Friday afternoon or perhaps the first day of the month to explicitly recognize those individuals who best personify what it is you and your Company stand for. Be specific about what these individuals did to live your Mission and Values as well as how they were recognized.
Recruiting and retaining a quality workforce is a challenge for warehouses across the world. In a specialized and often difficult environment, refrigerated warehousing jobs can be stressful and demanding for even the most dedicated employees. So how do we attract new employees to join our companies under these difficult conditions? Maybe more importantly, how do we retain them once they are on board? Join CHIEFEXECcoach’s Founder & CEO Dr. Jeremy Lurey on June 14th at the Global Cold Chain Expo when he reviews several best practices for recruiting and retaining your warehouse talent. In its 2nd year now, the Global Cold Chain Expo is a one-stop-shop for innovation, education, and business-to-business networking for the global food industry cold chain – bringing together thousands of producers, consumers, and supply chain experts all under one roof. Visit http://www.globalcoldchainexpo.org/ or contact us for more information about this engaging and interactive education session.
So much time and energy goes into finding top talent and then wooing these superstars into our companies, so why is it that typically so little time and energy is devoted to on-boarding these folks once they do accept our offers? If anything, business leaders should invest more time and energy into the process at this critical juncture to ensure that their new employees are truly set up for success as they get started.For those who agree, we offer you the following 5 “must dos” to create a world-class on-boarding experience and enhance the results of your critical on-boarding efforts.
• Day One orientation and welcome from both HR and Hiring Managers – Day One is not just about compliance and formalities, so make sure your Hiring Managers greet their new hires with open arms right away such that they do feel welcome – and compelled to stay past your obligatory Day One training!
Last week, CHIEFEXECcoach’s Founder & CEO Dr. Jeremy Lurey facilitated two separate workshops at the International Association of Refrigerated Warehouses 2017 Spring Chapter meeting in Leavenworth, Washington. Attendees included family business owners and several key managers from the larger companies across the region. The first program called “Best Practices for Designing Your Always, Ongoing Performance Management Process” reminded everyone that performance management is not a once-a-year task to complete for HR. The second workshop called “Succession Planning & Developing Your NextGen Leaders” then gave these leaders some specific tools and techniques they can use to inspire discretionary performance from their teams. As the new Talent Management service partner for the entire association, Dr. Lurey will be continuing to facilitate educational sessions like this at other industry events throughout the year.
An important aspect of being a leader is the ability to identify your team members’ unique talents and then help them to shine. By bringing out the best in each of your employees, you will end up with a high-performing team that is loyal to you and motivated to deliver great results. Here are five tips for empowering your employees and finding that “special sauce”.
- Identify Personality Strengths & Differences
Your team likely consists of a diverse group of personalities who each bring something different to the table. One great way to identify your staff members’ unique strengths and talents (as well as their potential stumbling blocks) is to use personality assessments like DiSC or Myers Briggs. These tools can help your team members increase their self-awareness and gain keen insights into their natural abilities not to mention promote interesting conversations and appreciation for one another.
Review the assessment results yourself and identify ways to use this new understanding to align your team more effectively. For example, perhaps that quiet, introverted member of the marketing team doesn’t speak much during meetings, but if given a chance she could write truly compelling copy or do a great job
CHIEFEXECCOACH Founder and CEO Dr. Jeremy Lurey and the firm’s parent company Plus Delta Consulting were recently named the official Talent Management service partner for the Global Cold Chain Alliance. For the past 5 years, Dr. Lurey has actively supported the Association and its Members, leading countless strategic planning, succession planning, and executive coaching efforts for companies across the US. Surely one of if not the greatest challenge for companies across the industry is the recruitment and retention of their employees. Being named the industry’s service partner will allow Dr. Lurey and our team to influence an even greater number of people across the industry as they will now share their leadership insights by speaking at more regional, national, and international events and writing for the Association’s publications. According to Dr. Lurey, “It is an honor that we don’t take lightly! We have always been proud of our project work with the Association and its Members, and we are very excited to be recognized now for our commitment to the success of the industry.” The new service partnership was just announced to the Association’s members at this year’s IARW-WFLO Convention in Dana Point, California.
chiefexeccoach Founder and CEO Dr. Jeremy Lurey and the firm’s parent company Plus Delta Consulting were recently cited in the L.A. BIZ journal for leading a leadership development initiative for Burbank-based Deluxe Entertainment. While you may not know Deluxe by name, you surely have experienced the incredible work this global leader in digital services and technology has delivered for the past 101 years now. This pioneer in media and entertainment is the most trusted partner for the top content owners, creators, and brands, but the Company does not have a standard leadership development platform for its nearly 900 people tasked with supervising others. That’s where Dr. Lurey comes in! In addition to bench-marking leading practices from across the industry, Dr. Lurey recently visited with the Deluxe team in London to assess what foundational programs already exist internally. He is also partnering with Deluxe’s corporate learning team to conduct a global needs assessment and develop a management training plan that will include both in-person and on-demand learning solutions. Read the full L.A. BIZ article here for more information about the initiative.
Picture this. You have just come back from a training event that your company sent you to. You are pumped up. You are ready to take on your career with both guns blazing. But within a matter of weeks, you’ve come down from your post-conference high. The reality of your day-to-day routines has set in. It’s not that you don’t want to take control of your career and set yourself apart as a force to be reckoned with. You just don’t have the accountability partner you need to stay on track. This is why you need a peer-to-peer advisory group!
Chief executives often find themselves in lonely positions. It’s hard to grow and develop your skills when you’re the one at the top. You can’t discuss many of your greatest challenges and concerns with your employees, and you probably don’t want to speak with your Board members either. Fortunately, for senior executives and business owners who really want to learn and succeed, there is a better solution. Peer-to-peer advisory groups are a fantastic way to learn from other business leaders at your level who have experienced similar business opportunities and challenges and successfully addressed them. That’s the key to scaling your business and taking it to the next level – discussing your executive-level challenges and learning from the successes of others to grow your company and produce better business results.
Who should join a peer-to-peer advisory group?
Peer-to-peer advisory groups can be effective for leaders at all levels as long as the group is comprised of leaders at the same level and with similar kinds of opportunities. Business unit Presidents, CEO’s, business owners, and other high-level executives might benefit the most from these groups though since they really don’t have anyone else to turn to within their organizations.
Everyone needs to bounce their ideas off other people. Peer-to-peer advisory groups provide a great forum to solve your problems and talk through your greatest opportunities, especially when it’s inappropriate to do so with your subordinates. Whether it’s a group of other executives from within your industry or a group of diverse leaders from across different fields, peer-to-peer advisory groups simply provide a better solution to drive your professional development and growth as a leader.