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Retaining Your Best Seasonal Employees
- 1. Retaining Your Best Seasonal Employees Presented By: WorkBright Thanks for joining us! We’ll get started in just a minute… Please make sure your audio is connected using the controls on the right side of your screen. Use the Questions box if you have any issues or need help.
- 2. David Secunda: Ceo, Co-Founder of WorkBright Who I Am Seasonal Hiring Needs Paperwork Nightmare
- 3. > Hire the right people > Focus on your culture > Listen to your staff > Reward Your Best > Create An Inboarding Plan > Engage through the offseason > Remind them why they loved it > Incentivize Employees
- 5. 5 80% of employee turnover is due to bad hiring decisionsHarvard Business Review The cost of replacing an employee is roughly 20% of their salaryCenter for American Progress Hire The Right People
- 7. Hire The Right People Best Practices Transparency Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 9. 9 The likelihood of annual job turnover at an organization with RICH company culture is 14% versus 48% at an organization with POOR company culture FOCUS ON YOUR CULTURE Columbia University Master Study
- 10. 10
- 11. Focus on your culture Best Practices Transparency Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 13. 13 81% of employees would rather join a company that values ‘open communication’ than one that offers great perks such as food & gym 15Five Survey Listen to your staff
- 16. Listen to your staff Best Practices Survey & Compare Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 18. 18 78% of employees cited recognition as the main motivating factor in their career Reward your best 2014 Federal Reserve Study 49% of employees said they would leave their current job for a company that clearly recognized employees for their efforts
- 21. Reward your best Best Practices Align compensation with company goals Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 23. 23 Inboarding: A process through which current employees are trained and groomed for growth opportunities within an organization 1 out of 3 workers cited lack of career advancement opportunities as the most important factor that would influence them to change employers SHRM Create an inboarding plan
- 25. Inboarding Plan Best Practices Provide Support Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 27. 27 70% of employees say that cultivating friendships at work generates a positive influence on their productivity and overall happiness with their jobs. Engage Through The Offseason Jobsite UK 2014 Study
- 29. Engage Through the offseason Best Practices Ongoing Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 31. 31 2 out of 3 people say they would turn down a job offer with pay-raise to stay working with people they like and respected Jobsite UK 2014 Study Listen to your staff
- 33. Remind Them Best Practices Ongoing Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 35. 35 35% of employees say they will look for a new job if they don’t receive a pay raise in the next 12 months Incentivize Employees to Come Back Glassdoor
- 37. Incentivize Employees Best Practices Ongoing Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 39. 39 Outdated Processes Unnecessary rules Office bureaucracy Repetitious Paperwork Rules eat up $250 Billion in profit and profitability each year Deloitte Report 2014 Remove obstacles to rehiring
- 41. Remove ObstaclesBest Practices Ongoing Other Ideas? • Bullet 1 • Bullet 2 • Bullet 3
- 42. Better yet… Do them all! Any more ideas? Ian Roberts, Avid4 Adventure $25 Starbucks Card to our FAVORITE Idea
- 43. Questions? Interested in streamlining your rehiring process? Contact us today at info@workbright.com to set up a demonstration and see how WorkBright can help! Visit us at www.WorkBright.com
Notas del editor
- Introduction to who you are and why you care about this topic
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- Talk about how we surveyed our best seasonal employers to find the best tips and categorized them in to these 9 categories
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- Talk about how we surveyed our best seasonal employers to find the best tips and categorized them in to these 9 categories
- Talk about how we surveyed our best seasonal employers to find the best tips and categorized them in to these 9 categories
- Holli Novinger, Bierman ABA “Provide flexibility for your team members and treat them like humans; be understanding when they need to leave early, come in late or work from home. Let them know you value their work/life balance and that they can maintain a healthy work/life balance as a part of your team.” Wilson Kirkpatrick, BackCountry One way we are able to bring back seasonal employees is having a strong company culture that each team member can align with. In our Gearhead Operations center, for example, we truly live our motto of “We use the gear we sell”. Kyle Littman, Avid4 Adventure The best way to retain seasonal staff is to make the job the absolute best work experience they could possibly have. This can occur in a lot of ways, but our retention success is a result of meaningful work, a culture based on fun and respect, living your company’s core values, and creating opportunities for growth and career development.
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- Alex Hughes, Boy Scouts of America, Peaceful Valley Scout Ranch Director Our best advice for keeping top employees coming back year after year is to keep them involved in the off season. Often times, these employees understand that there is a bigger picture, and actively engaging them in helping shape it gives them incentive to keep returning; they’ll want to see how their work helps shape the program. Constantly be communicating with them, involve them in the planning process, and be as transparent as possible. Megan DiFeo, Handworks Studio Providing great experiences is a cornerstone of our business. We aim to do this with both our camp families and employees. We look to all of our employees for honest and timely feedback following our summer camp experience. This gives our staff the venue to provide us their thoughts and suggestions on what they loved or where we can do better. As we review and plan to implement changes from feedback, we are able to dive deeper with seasonal employees in the off-season. We strive to make our team feel the impact of their experience on our business as we continuously strive to create outstanding experiences in camp. I believe when employees feel heard and valued, their loyalty to the organization grows deeper.
- Paul Dreyer, Avid4 Adventure Retention of seasonal staff in the off-season must happen through genuine and authentic recognition, empowerment, and purpose during the ON-season. Throughout the on-season, and particularly towards the end of your season, your employees have to love their work and their supervisor. Angela Middleton, Backcountry Throwing an end of season party with the entire department, where departing seasonal employees are celebrated for their performance, engagement, and relationships; it’s fun way to leave the company and hopefully leaves a positive impression that they’ll think of when we call them back the following season to invite them to join Backcountry again.
- Laura Kelly, Handwork Studio We schedule dinner events year round in a couple of our locations to bring the team together; Post Camp, Holiday Party. We also operate our studio year round and run after school classes, holiday camps, birthday parties and workshops from September - May. We hire some of the staff to work there and use this location for training during our holiday camps. Ned Zakas, Moko Social Media #1 thing is transparency. Though they might be a contracted/ seasonal employee, no one wants to view themselves as an outsider or a disposable asset. If you know they are coming back, but they aren’t currently working, keep them engaged in some capacity just so they feel a part of the team. This can be facilitated by progress emails, phone calls or even text messages checking in on how they are doing. Try to facilitate communication with them just like the sort of conversation you would want to cultivate within the office. Megan, Handworks Studio We find that steady and authentic engagement with our season staff is key. We host holiday parties around the New Year to bring everyone back together. We also look for opportunities to bring our summer employees back into the fold in our studio and school year opportunities. We host a Facebook Group where current employees can keep in touch and share inspiration in the off season. Additionally this year we are discussing starting an employee newsletter to keep the staff that will be invited back. We work with a great deal of creatives so there is a great opportunity to share inspiration and creativity around our crafts.
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- Paul Dreyer, Avid4 Adventure Letters to Self. During the on-season, perhaps towards the end of the season, have your employees write a “letter to self.” Give them a journal prompt like, “Write about your most favorite group from the summer” or “Describe your most rewarding experience with a customer.” Then, collect the letters to self (actually provide envelopes and have your employees put their letter in the envelope and self address it). Then, 2 or 3 or 4 months later, mail all of the letters. It is particularly powerful for folks to receive these letters at transitional or reflective times of year (e.g. Holidays, New Year’s, etc.). Emily Riedel - TIC Camps We do summer videos with all of the staff in them, singing to “the” song of the summer. Then, when I send out their job offers I include the video to remember how much fun they had.
- Sarah Pekala, Avid4 Adventure We also pride ourselves on our pay scale, which rewards returning staff with raises and they also have an opportunity to earn more if they obtained a degree or new certification in the off season. Angela Middleton, Backcountry If it’s possible to do so, bringing seasonal employees back on at the same or higher pay rate as that of when they left. That has been a solid way to get seasonal employees back season after season.” Matt Khamhi, City of Boulder I would say incentives are great even if it is a $0.25 for next season. Also trying to work with them on vacations and time off is an important reason they might come back.
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- Plug to WorkBright about how Dave started it to tackle this issue.
- Read quote below from Ian then ask if anyone else has any ideas and we’ll give a $25 starbucks card to our favorite idea not mentioned yet. Working in an industry that lives and dies by seasonal employment, it is my job to be able to develop a seasonal-specific approach to retention, while ensuring that I retain the best of the best staff while meeting the needs that will ultimately keep staff returning year after year. One item that truly sets Colorado Mountain Camp apart from another position is the manner in which new hires and returning staff are welcomed and acclimated each season. It is my responsibility from the moment someone is hired to authentically connect with them (and with a lot of depth and transparency) while aligning our business practices and behaviors of our organization with their role. Examples include assigning new hires to returning staff or “mentors” several months before the position begins. This allows the new hire to immediately feel a sense of community and begin building rapport very early. This process also carries over into the offseason and includes an opportunity for staff to remain engaged and connected using a variety of tools including a FB group page, Google Chats, Personal Written Letters, Happy Hours, Adventure Trips, Staff Perks, Mailing of Photos and Stories from the summer, and much more. I have found that the more networking opportunities that are provided, the more engaged and excited the staff are to return to camp the following season to create even more memories and further deepen their transformative friendships. Prior to the season ending, we work to plant a seed for the following year. This includes a big focus on providing consistent feedback, personal coaching, development of skills, and acknowledgment of staff. The goal is to make our best staff feel appreciated and valued and that the position is one in which they have an opportunity to grow with. We make sure that every single staff member feels supported and important. This is accomplished through weekly evaluations, daily check-ins, and overall instilling a deep sense of trust in each person. Trust in the workplace makes it possible for people to focus on teamwork, innovation, and exceptional service – the magic ingredients of a consistently highly engaged and performing team. In turn, this creates a “dream team” that would be very difficult to leave. Throughout the years, Colorado Mountain Camp has learned to sustain, connect, and communicate engagement within the staff (both in the on-season and off-season) and have created something very special and ultimately larger than the sum of its parts – a supportive and engaging environment with a strong culture that is unmatched by anywhere else. One quote that I deliver to my leadership team when we discuss staff engagement is as follows “When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” – Simon Sinek
- Ask how anyone else on the call keeps seasonal staff