Proven Employee Retention Methods:

How to Use Mentoring Programs and Annual Reviews to Your Company's Advantage

Common Questions Before We Begin

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Meet Andrew D. Gibson

Partner, National Practice Leader for Executive Compensation and Benefits BDO Seidman, LLP, Atlanta Experience Andrew Gibson is currently the partner-in-charge of BDOs National executive compensation and benefits consulting partner- inBDO practice. He has extensive experience in compensation and employee benefit issues and speaks at various conferences employee on these matters. Andy has had extensive experience in developing compensation structures for private and public entities including structures salary grade structures, competitive market analysis, job description and classification, and assistance in administration. ption descri Andy consults on compensation and benefit plans design and implementation, including design and implementation of implementation, executive compensation programs and qualified and nonqualified retirement plans. He also provides federal tax retirement consulting and communication materials related to equity-based compensation, executive compensation, qualified and equitynonqualified retirement plans and fringe and other employee benefits. benefits. Andy is a member of the AICPA Executive Compensation Steering Committee that organizes and conducts an annual Committee conference on executive compensation matters. Andy is also a frequent speaker on executive compensation and frequent Area of Specialization: benefits matters around the country. Compensation and Andy has testified in U.S. Federal District Court as an expert witness on an executive compensation matter regarding witness Benefits golden parachute payments under Section 280G of the Internal Revenue Code. Revenue Andy is the lead partner for the Atlanta ERISA audit practice for pension and health and welfare plans and speaks on for ERISA audits at the national AICPA Conference on Employee Benefit Plans. Andy represents clients in IRS and the Benefit Department of Labor field audits as relates to employee benefit plans and has submitted such plans under the IRS voluntary compliance programs. Professional Affiliations AICPA Executive Compensation Steering Committee Florida, Georgia and North Carolina Institutes of Certified Public Accountants Public Florida Bar Association

Meet Rania V. Sedhom

Rania Victor Sedhom is a Senior Manager and Regional Leader of the Employee Benefits Practice Group of BDO Seidman, LLP. She advises benefit funds on all aspects of ERISA and tax law, including plan mergers, prohibited transactions and plan funding methods. Moreover, Ms. Sedhom analyzes legal and business risk issues within the analyzes context of an investment advisory practice as they relate to ERISA funds and plans. She also advises international clients ERISA on U.S. tax law and its implications. Ms. Sedhom focuses on a cohesive ERISA practice and places special importance on employee retention through special benefits. She recognizes that employee benefits encompass more than mere employee benefits. As such, she advises than on employer workplace policies paying close to attention to how these policies are delineated in employee handbooks and carried out by HR. Ms. Sedhom also places vital importance on communicating policies and benefits properly. She has created an interactive web-based tool that employees may use to determine which healthcare plans would maximize webtheir benefits without digging a pit into employer pockets and has also developed essential training tools for HR has personnel and plan administrators. Ms. Sedhom is frequently sought by the press for her comments on employee sought benefits and workplace policy issues. She has appeared on ABC-TV's "Good Morning America", NBC-TVs "Today in ABC"Good America", NBC"Today New York", NY-1 News, BET (Black Entertainment Television) Nightly News, Wall Street Journal Radio, NPR Radio's Radio, York", NY"News & Notes with Ed Gordon" and KKFI 90.1 FM. Ms Sedhom has also been quoted in Reuters, The Philadelphia Gordon" FM. Inquirer, USA Today, United Press International, Forbes, New York Post, Netscape "Careers & Jobs", MSNBC.com, York Area of Specialization: New York Daily News, New Zealand Herald, Times of Oman, The Brandenton Herald, The Chronicle-Herald, The Brandenton ChronicleEmployee Benefits, Lansing State Journal, Healthday, Science Daily, VietnamNet, and The Workplace Bullying & Trauma Institute.
ERISA Law

Prior to joining BDO Seidman, Ms. Sedhom was a Senior Associate at law firm of Meyer, Suozzi, English & Klein, P.C. where she designed employee benefit plans for privately held corporations and sat on the board of directors for union corporations plans. She also advised benefit funds on all aspects of ERISA and tax law. Before she joined Meyer, Suozzi, English & and Klein, Ms. Sedhom was an associate at Gleason & Mathews, P.C. in New York City from 1998 until 2004. While at Gleason & Mathews, she represented union clients in all matters of litigation including; ERISA, RICO, withdrawal liability, pension plans, IRAs and QDROs as well as representing unions in securities arbitrations and responding to government subpoenas. Ms. Sedhom drafted employee benefit plans, complaints, answers, motions to dismiss, summary judgment complaints, motions and reply briefs. In addition, she handled employment discrimination cases, including disability, gender, and race discrimination discrimination and commercial litigation.

There is no such thing as a self-made man. We are made up of thousands of others. Everyone who has ever done a kind deed for us, or spoke one word of encouragement to us, has entered into the make-up of our character and thoughts, as well as our success.
George Matthew Adams

Polling Question No. 1

Do you think your employees understand your companys brand identity and culture?

Mentoring Programs

Advantages of Mentoring
Projects and protects a corporate brand Leverages attractive corporate culture Reduces turnover and retains high performers Provides training Sustains high level of morale and fosters collaborative culture Facilitates opportunities Nurtures and creates diverse conduit for talent Reduces learning time and cost Prepares for succession

Mentoring Helps Employees

Develop skills and expertise faster Share knowledge and resources Collaborate cross-functionally Become better coaches and leaders Mentoring motivates Reduce errors The new 4-letter word - Blame

Types of Mentoring
Supervisory mentoring Formal mentoring Situational mentoring Informal mentoring One-on-one mentoring Peer mentoring Executive chats or brown bag lunches Executive Development Programs

The Mentor
Genuine interest in the company and its employees Excellent interpersonal skills and sensitivity to others Excellent listening skills and strong interpersonal skills Time availability and commitment Self-management skills and technical competence Ability share credit and emotional maturity Outstanding objectivity Patience

Key Mentor Responsibility

Promote corporate brand and philosophy Promote honest communication Support learning and progression through feedback Share unique experiences and knowledge Guide, counsel, support and encourage coworker

Poor Management and Mentoring Skills

Emailing too often Assuming clarity in communication Great hearing, poor listening Inconsistent Feedback Tactless Communication Too busy

The Mentee
Commitment to learning and excelling Active listener Open to feedback and critique Self-management skills and desire for fulfillment Wants to increase confidence and performance Proactive

Conduct a Corporate Assessment

What are the operational guidelines and training for the mentoring program? Will executive management support and participate in the program? How will your company choose its mentors and mentees? How will your company measure the success of the program? What are the goals and procedures of your program?

Successful Mentoring Programs

Official mentor-mentee relationships should last no more than 24 months. Secure upper-management support Secure regular and continuous meetings between mentor and mentee Establish a uniform evaluation system Train both mentors and mentees Share your companys expectations prior to launching the program Follow up all conversations with a brief summary

Employee Ratings
Scale of 1-5 or 1-3 depending on the size of your organization 1-5 1- Needs Significant Improvement 2- Needs Improvement 3-Satisfactory 4-Above Average Performer 5-Extraordinary Performer 1-3 1-Needs Improvement 2-Satisfactory 3-Outstanding

Effective Feedback
Give with care and attention Take small steps volume should be limited to what employee can handle Be direct and provide specific examples Make it timely and readily actionable

Polling Question No. 2

Do you have a written mentoring program manual?

Mentoring Program Manuals

Provides documentation of your companys vision and operating principles Provides managers with clear guidelines on administering the program Addresses risk management issues Helps ensure consistent operations Serves as blueprint for mentoring program replication and expansion to franchisees, affiliated offices, etc. Helps set a standard and acts as baseline for improvement

Annual Reviews and Performance Evaluations

"Enthusiasm is one of the most powerful engines of success. When you do a thing, do it with all your might. Put your whole soul into it. Stamp it with your personality. Be active, be energetic, be enthusiastic and faithful, and you will accomplish your object. Nothing great was ever achieved without enthusiasm."
Ralph Waldo Emerson (1803-1882) (1803-

"If you think you can do a thing or think you can't do a thing, you're right."
Henry Ford (1863-1947) (1863-

Common Pitfalls
Its hard to be honest. I avoid it if I can. I can always tell my side in litigation. I dont have time.

Performance Management Must Be MASTERED

M monitored A achievable S specific T timely E effective R realistic E - explicit D - daring

Performance Planning
Review Overall Performance (annually, semiannually or quarterly) Clarify Employees Major Responsibilities

Diagnose and Coach Employee Performance

Develop Performance Standards

Provide Periodic and Informal Performance Evaluations

Review Format
Approvals Clear standards

Objectives

Appropriate Rating Scale

Suggestions for Employee Development

Written Comments by Supervisor

Employee Self-evaluation

Preparation for the Annual Review Employee

Use self-evaluation form
Allows you to tune into the employees state of mind Employee will remind you about achievements Send message that their input is important

Ask important questions on the self-evaluation

What work was most enjoyable and why? What skills and talents improved most over the course of the last year? What was your greatest achievement this year? What was your most difficult challenge this year?

Polling Question No. 3

Do you think employees react well to annual reviews?

Giving Bad News Through Performance Evaluations

Explain nature of deficiency Listen and process employees response Ask employee for ways to correct the problem or prevent a future recurrence Agree on a plan of action Express support and confidence in the employees ability to improve Document the plan of action

Annual Performance Evaluation Tips

No surprises Increase employee accountability Document performance to support business goals and compensation determinations Reduce disputes and support decisions if litigation ensues Provide incentives and career development opportunities

Annual Reviews Continuous Feedback

Track individual job performance Survey employee satisfaction and attitudes Offer targeted business information Provide tools for continuous employee evaluations and feedback Create instant access to employee rating tools for compensation decisions Deliver learning and training

The End of Evaluations: Now What?

Improved employee goal-setting Drives Business Accurate Measures Quantification of results Market results

Importance of Performance Evaluations

Collaborative relationship between managers and employees for career development Annual (or more frequent) visibility into competency of organization
Measures strengths and weaknesses

Helps employees control their career direction Identifies gaps between required and assessed capabilities

Annual Reviews Can Motivate

Imprecise review + more $$ = motivation Imprecise review + same $$ = motivation No review + same $$ = motivation No review + more $$ = motivation Truthful review + more $$ = MOTIVATION Truthful review + same $$ = MOTIVATION

The Importance of a Writing

Real-time writings can be used as evidence in lawsuits Real-time writings can help you explain matters to a disgruntled employee Real-time writings make investigations of employee conduct easier Real-time writings can alleviate the ugly gust of demotion and termination

Reward and Recognition Programs

Determine type of behavior worth rewarding
Concentrate on a problem area for your company and/or department
Attendance Team efforts Creativity Efficiency

Solicit employee and manager input

Surveys Focus group meetings

Communicate the program clearly Be genuine

Determine type of rewards you will provide

Accountability and Standards: Kangaroos or Camels?

Questions and Answers

Contact Information

Rania V. Sedhom, J.D Senior Manager BDO Seidman, LLP 330 Madison Avenue, 3rd Floor New York, NY 10017 212-885-7400 rsedhom@bdo.com

Common Questions As We Conclude

Continuing Professional Education (CPE): CPE
certificates will be issued automatically to all those who remain on todays call for 50 minutes and who participated in the Polling Questions:

Copies of Presentation: A copy of the presentation will be

emailed to you 2 days following the webinar.

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will also be emailed to you 2 days following the webinar.

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Disclaimer Material discussed in this presentation is meant to provide general information and should not be acted on without professional advice tailored to your firm's individual needs.