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Planning to Succeed:

A Succession Planning Toolkit for Alberta Food Processors.

Alberta Agriculture and Rural Developments’ Workforce Strategy has identified the forth
coming rampant retirement of large numbers of key and hard to fill positions within the food
processing sector. It is vitally important to ensure the continuity of staffing within the Alberta
Agri-processing industry in order to maintain a competitive advantage.
This Succession Planning Toolkit is a component in that strategy. Employers are
encouraged to first click on the Cost of Employee Turnover Calculator to explore how much
staff turnover is affecting their bottom-line, and then to explore how the other tools provided
can assist in growing their business.

* Click on a button to start


SUCCESSION PLANNING READINESS QUES
The purpose of this questionnaire is to provide your organization and Alberta Agriculture &
overview of your company’s current readiness for succession planning and that of the oth
project. To help us gain a more comprehensive picture of your particular businesses situat
other key senior staff to be part of the completion of this questionnaire. internal talent to m
planning is used to anticipate the future needs of the organization and assist in finding (int
developing the human capital necessary to the strategy of the organization.

Click on the image to open the questionnaire


ADINESS QUESTIONNAIRE
and Alberta Agriculture & Rural Development with a quick
nning and that of the other “pilot companies” participating in this
ticular businesses situation it may be useful for you to invite
naire. internal talent to meet those future needs. Succession
and assist in finding (internally and externally), assessing and
anization.
Succession Planning is Vital to Alberta Food Process

“The continued survival of the organization depends on having


the right people in the right places at the right time.”

Succession Planning: The process of identifying long-range organizational needs and cultivating a s
talent to meet those future needs. Succession planning is used to anticipate the future needs of the organ
in finding (internally and externally), assessing and developing the human capital necessary to the
organization.

Planning to Succeed: Five Step Succession Planning Model


“76% of all organizations with 500+ employees have no formal succession plan, this number increases as the number of total e
smaller… the risk of failing to plan for the timely succession of key and hard to fill positions becomes critical with smaller organ
American Society of Training & Devel

Source American Society of Training & Devel

“Succession planning is the #1 problem in business today.”


E

7 Questions in Succession Planning


1. How many retirements are going to hit your organization in the next few years?
2. Have you prepared for a sudden loss of your key or hard-to-fill positions should a worse case scenario occur? – (ill health, de
retirement, leaving for other opportunity)
3. Do you have identified and trained people that are ready to fill these key or hard-to-fill positions?
4. What is your plan to fill any talent gaps?
5. Where will you find the people to fill these key or hard-to-fill positions? (Develop or Hire decision)
6. What is your retention plan to engage and motivate key employees to stay and contribute?
7. Does the company have a structured and will documented plan for succession?

“Too Many Companies Lack All Important Succession Plans”,


Wall Street Jou

Common problems in getting started on succession planning include:

* Defining it as an HR problem rather than as a responsibility shared by senior leadership team/ plant manager, supervisors, an
production workers. Everyone has some responsibility to groom talent to meet the organization's future needs.

* Under-resourcing the effort. A good succession program requires time and effort. Someone must coordinate that. It cannot be
outsourced." Consultants can help, but they cannot "do it for you." Managers cannot abdicate responsibility—or accountability.
succession planning committee dedicated to the creation and implementation of the succession plan.

* Establishing confused or overly ambitious goals. If the organization's leaders do not focus the succession effort on specific, a
objectives to be achieved, the succession program will lack goal clarity and resources will be wasted in pursuing many confusin
perhaps conflicting goals. You have to be clear about what you want before a program can be established to accomplish it.

* Failing to hold people accountable. This is perhaps the biggest problem facing all succession programs. What happens if this
development plans are not met by an individual? What happens if the supervisor in charge of a section does not meet measura
development objectives for his or her team? These questions center on accountability. Different organizations solve the problem
depending on corporate culture. But the real question is, "How do we arrange consequences for building talent or failing to build
talent development stack up against meeting the numbers for this month, quarter, or year, and what do we do if we are making
not grooming people for the future?"

“It is not necessary to change. Survival is not mandatory.”


W
Phase 1 - Determine Future Workforce Require

Establishing and Utilizing a Succession Planning Committee

Competency Library

Identifying Competencies of Key and Hard-to-fill Positions

Job Description Template


uture Workforce Requirements

What is it? Use the tool Now


What is a Planning Committee? Planning Committee Tool

What is a Competency Library? Competency Tool

What are Competencies of Key Positions? Key Competency Tool

What is a Job Description? Job Description Template


Phase 2 - Determine Current Workforce Sup

Skills Inventory
Current Workforce Supply

What is it? Use the tool now


What is a Skills Inventory? Skills Inventory Tool
Phase 3 - Determine Workforce Gaps

Workforce Planning Tools

Sample Organizational Chart with Alternatives Listed


etermine Workforce Gaps

What is it? Use the tool now


What is Workforce Planning? Workforce Planning Tool

What is an Organizational Chart? Sample Organization


Phase 4 - Develop Gap-Closing Strategie

Low Cost/High Impact Recruiting Methods


How Referable Is Your Company Self Check
Employee Referral Program
Which Recruitment Method is Providing the Best ROI
Job Application Form
Competency Based Interview Questions
Competency Based Interview Evaluation
Telephone Reference Checklist
New Employee On-Boarding Program
Developing a Rewards & Recognition Culture
Survey of Key Staff Motivators
Employee Satisfaction Survey
Employee Rewards & Recognition Program
Self-Check, Assessing Others on the Job Performance
Talking Through Performance Problems
Performance Assessment & Development
Communication Opportunities to Employees Checklist
Mentoring & Coaching Self Check
Managing a Multicultural Workforce
Employer of Choice Checklist
Employee Exit Interview
velop Gap-Closing Strategies

What is it? Use the tool now


What are Recruitment Methods? Recruiting Methods Tool
How Referable is your Company? Referable Self-Check Tool
What is a Referral Program? Employee Referral Tool
What is a Recruitment Method? Recruitment Best ROI Tool
What is a Job Application Form? Job Application Tool
What are Interview Questions? Interview Questions Tool
What is an Interview Evaluation? Interview Evaluation Tool
What is this checklist? Telephone Reference Checklist Tool
What is an Onboarding Program? New Employee On-boarding Tool
What is a Rewards Culture? Rewards and Recognition Tool
What are Staff Motivators? Staff Motivator Survey Tool
What is a Satisfaction Survey? Employee Satisfaction Survey Tool
What is a Rewards Program? Recognition and Rewards Tool
What is a Performance Self Check? Self Check and Performance Tool
What are Performance Problems? Performance Problem Tool
What is a Performance Assessment? Performance Assessment Tool
What is a Communication Checklist? Communicating Opportunities Tool
What is a Mentoring Self Check? Mentoring and Coaching Tool
What is a Multicultural Workforce? Multicultural Workforce Tool
What is an Employer of Choice? Employer of Choice Checklist Tool
What is an Exit Interview? Exit Interview Tool
Phase 5 - Implement & Evalua

Succession Plan Implementation Checklist


hase 5 - Implement & Evaluate Plan

What is it? Use the tool now


What is an Implementation Checklist? Succession Plan Checklist Tool
Employee Turnover Cost Calculator
Take a few moments to easily find out how employee turnover is costing your business an
you can boost your bottom line by reducing staff turnover!

Notes on using this calculator:

1.    This turnover calculator yields an estimate, not a precise figure.

2.    Turnover occurs for many reasons. Some companies may benefit when low productivity work
leave voluntarily or involuntarily. This turnover still represents a cost.

3.    Each cell where a value can be input contains an instructional comment. These cells have a s
triangle in the top right corner. Point to the cell with your mouse and the comment will display

How much is staff turnover taking out of my back pocket?

Here is an interesting “mind-set” to consider. The first thing that employers should do is imme
spending money on Human Resources related activities (recruiting, selecting, training and deve
Instead employers should adopt the notion that HR is a Profit Center by investing in these H
Employers should also consider how each of these investments impact their bottom-line. The be
this is to examine two critical ROI bench marks; the cost of turnover and the turnover of staff.

Tool 1: What is the cost of turnover?

This easy to use tool details both the direct and indirect costs associated with employee turnov
also provides the opportunity to calculate analysis and reduce employee turnover which
increasing yours profits.
Employee Turnover Cost Calculator
Take a few moments to easily find out how employee turnover is costing your business and
you can boost your bottom line by reducing staff turnover!

Notes on using this calculator:

.    This turnover calculator yields an estimate, not a precise figure.

.    Turnover occurs for many reasons. Some companies may benefit when low productivity workers
eave voluntarily or involuntarily. This turnover still represents a cost.

.    Each cell where a value can be input contains an instructional comment. These cells have a small red
riangle in the top right corner. Point to the cell with your mouse and the comment will display

How much is staff turnover taking out of my back pocket?

Here is an interesting “mind-set” to consider. The first thing that employers should do is immediately stop
pending money on Human Resources related activities (recruiting, selecting, training and developing staff).
nstead employers should adopt the notion that HR is a Profit Center by investing in these HR activities.
Employers should also consider how each of these investments impact their bottom-line. The best way start
his is to examine two critical ROI bench marks; the cost of turnover and the turnover of staff.

Tool 1: What is the cost of turnover?

This easy to use tool details both the direct and indirect costs associated with employee turnover. This tool
lso provides the opportunity to calculate analysis and reduce employee turnover which is critical to
ncreasing yours profits.
ave a small red
ay

s immediately stop
d developing staff).
hese HR activities.
The best way start
aff.

turnover. This tool


which is critical to
Enter Employee Related Salary and Benefits
Employee Job Title:

Enter the starting hourly rate for job in which you are experiencing
turnover $
Enter the average hours per week for this worker

Weekly Salary $

Verify the costs of benefits shown below. Make the needed


changes that apply to your company

Company share of Canada Pension plan Premium


Company share of Employment Insurance Premium
Workers’ Compensation board Premium %
Paid vacation
Statutory Holidays
Company Contribution to Pension or RRSP %
Company paid medical benefits (Prescriptions, drugs, vision care etc) %
Start Here

Production

15.00
40
Yearly
600.00 $31,200.00

e the needed

Yearly
4.95% $1,544.40
2.52% $786.24
1.63% $508.56
4.00% $1,248.00
3.10% $967.20
$0.00
$0.00
Enter roles, hours and hourly rate for each individual involved in
preparing recruiting ads, posters, etc.
Job Title: Administrator
How many hours of time was spent preparing recruiting ads, posters etc
Hourly rate for this role $

Job Title: Supervisor


How many hours of time was spent preparing recruiting ads, posters etc
Hourly rate for this role $

Job Title: Manager


How many hours of time was spent preparing recruiting ads, posters etc
Hourly rate for this role $

Job Title: Owner


How many hours of time was spent preparing recruiting ads, posters etc
Hourly rate for this role $

Enter recruitment costs associated with hiring a new employee


Cost of recruiting ads, signs, posters $
Are 3rd party recruitment fees paid as a percentage of salary?
If YES, enter percentage %
If NO, enter third party recruitment fees $
Employee referral bonuses $
Correspondence, telephone calls, fax transmissions, travel expenses of
recruitment, medical exam costs, company literature, selection tests $
dual involved in

new employee

No
0.0% 0
0.00
0.00
How many hours were spent pre-screening applicants (reviewing
resumes, application forms, reference checks)
Job Title: Administrator
How many hours were spent pre-screening applicants
Cost $

Job Title: Supervisor


How many hours were spent pre-screening applicants
Cost $

Job Title: Manager


How many hours were spent pre-screening applicants
Cost $

Job Title: Owner


How many hours were spent pre-screening applicants
Cost $
s (reviewing

0.00

0.00

0.00

0
0.00
How many hours were spent interviewing applicants

Job Title: Administrator


How many hours were spent interviewing applicants
Cost

Job Title: Supervisor


How many hours were spent interviewing applicants
Cost

Job Title: Manager


How many hours were spent interviewing applicants
Cost

Job Title: Owner


How many hours were spent interviewing applicants
Cost
plicants

$ 0.00

$ 0.00

$ 0.00

$ 0.00
How many hours were spent onboarding new applicants (orientatio
induction, training, feedback, etc.)
Job Title: Administrator
How many hours were spent onboarding applicants
Cost $

Job Title: Supervisor


How many hours were spent onboarding applicants
Cost $

Job Title: Manager


How many hours were spent onboarding applicants
Cost $

Job Title: Owner


How many hours were spent onboarding applicants
Cost $
nts (orientation,

0.00

0.00

0.00

0.00
Calculate the cost of an exiting employee

Termination Costs
Termination (Processing, exit interviews, severance and or legal)
Cost of preparing record of employment and other termination papers

Loss of Productivity Costs


Loss of productivity of employee, co-workers or supervisor prior to departure of worker
Loss of productivity of co-workers or supervisor during vacancy
Loss of productivity co-workers or supervisor during orientation & training
Loss of productivity of replacement worker during transition period

Other Exit Costs


Cost of increased defects/ operating errors during vacancy ($)
Cost of dissatisfied or lost clients
Cost of misused material or damaged equipment
Cost of overtime paid to make up output loss resulting from worker turnover
Cost for using higher paid workers, including supervisors to fill in gaps resulting from
worker turnover?

Cost of decrease in team morale due to turnover?


$
$

$
$
$
$

$
$
$
$

$
$
What is the Cost of Employee Turnover?

Employee Salary and Benefits for: $ 35,745.86


Turnover Costs

Production

Cost of Recruitment $ -
Cost of Recruitment

Cost of Pre-Screening $ - Cost of Pre-Screening

Cost of Interviewing

Cost of Onboarding
Cost of Interviewing $ - Cost of Exiting Employee

Cost of Onboarding $ -

Cost of Exiting Employee $ -

Total Turnover Cost: $ -


Recognize, Reward and Retain!

Government of Alberta
Employment and Immigration
Planning Committee Tool
anning Committee Tool
Competency Library

We define competencies as the knowledge, skills, behaviours, personal attributes and other c
associated with or predictive of superior job performance. Examples of competencies inclu
Influence, Stress Tolerance and Teamwork.

Research suggests that when supervisors describe the best employee they ever supervised, they
person’s technical knowledge and skills, or their academic credentials and work history. T
behavioural characteristics – or competencies – such as being a team player, focusing on custo
having great organizational skills. Similarly, employees tend to describe their best supervisors as
give immediate feedback, and show concern for them as a person. The ability to pinpoint th
differentiate the average worker from the exemplary worker is fundamental to succession planning

The specific competencies that are critical to successful performance in one type of job may b
those in another. Influence, Initiative and Follow Up are competencies often associated with s
while Stress Tolerance, Decision Making and Planning and Organizing may be more predictiv
plant manager jobs.

The specific competencies associated with superior performance within a particular occupation
one organizational culture to another. Not surprisingly, the organization’s mission, vision and
determine the definition of successful job performance. Organizations wishing to make a signi
strategic direction, goals and objectives will be more successful if they clearly articulate the com
jobs that are critical to making these changes.

A large number of competencies may be seen as desirable in any given job classification. How
avoid identifying too many competencies for a particular job. You should narrow your list for a g
twelve competencies that distinguish the best performers from the rest.

To be most effective, your organization should integrate the same competencies identified for a
throughout all aspects of the HR program, including recruitment and selection, performanc
professional development. For example, once you’ve identified the competencies most critical
your targeted classification, you should design the selection process to recruit and hire peopl
competencies. Once hired, employees should be given performance feedback on how well th
competencies, and their professional development plans should focus on further improv
competency areas.

The steps to building a Competency based Job Descriptions include:


Step 1: Understand the Competency Library.
Step 2: Identify the competencies that superior performers in this job possess.
Step 3: Develop job descriptions.

The Competency Library in the tools section includes the full range of competencies one wou
wide range of jobs within a food processing plant. Most of them describe characteristics that are
However, the purpose of personalizing your competencies is to identify the set of critica
Competency Library Too
personal attributes and other characteristics that are
amples of competencies include

oyee they ever supervised, they seldom focus on that


edentials and work history. They tend to describe
team player, focusing on customer/client needs, and
scribe their best supervisors as those who build trust,
rson. The ability to pinpoint the characteristics that
damental to succession planning.

mance in one type of job may be quite different from


encies often associated with success in sales jobs,
anizing may be more predictive of success in some

e within a particular occupation may also differ from


nization’s mission, vision and values will very likely
ations wishing to make a significant change in their
f they clearly articulate the competencies for the key

ny given job classification. However, it is important to


should narrow your list for a given job from eight to
rest.

e competencies identified for a specific classification


ent and selection, performance management, and
he competencies most critical to job performance in
ocess to recruit and hire people who possess those
ance feedback on how well they demonstrate those
ould focus on further improvement in the critical

de:

ob possess.

nge of competencies one would find important for a


describe characteristics that are desirable in any job.
to identify the set of critical
Competency Library Tool
Identify Competencies of Key and Hard-to-find Positions

The identifying of competencies of key and hard-to-fill positions is one of th


succession planning. Make sure that sufficient time and energy is invested to sel
important competencies per position being analyzed. These decisions will greatly
selection, performance management, and development plans. Consider using a fo

Identifying Competecies of Key and Hard-to-fill Positio


s

positions is one of the most critical steps in


nergy is invested to select the six to eight most
e decisions will greatly impact future; recruiting,
ns. Consider using a focus group of several top

Key and Hard-to-fill Positions Tool


Job Description

A well prepared job description is a tool that helps an employer identify the basic criteria for
by detailing the skills, knowledge, personality, attributes, characteristics and most importan
competencies necessary to fill the position. Ideally a job description should be complet

Job Description Template Tool


entify the basic criteria for a job,
eristics and most importantly the
iption should be completed for
Skills Inventory

Skills Inventory Tool


Workforce Planning

Once the succession planning committee has determined the future workforce requiremen
using the tools in Phase 1 of this toolkit) and compared these findings with the current wor
supply (by using the tool in Phase 2) a number of workforce “gaps” will likely become app
The purpose of Phase 3 is the identification of existing and future workforce gaps. An ef
workforce planning tool captures the following information on each position within the com
name of individual(s) in that position, the status of the employees situation (likeliho
retirement, exiting company, parental leave or long term leave of absence), the criticality

Workforce Planning Tool.doc


ure workforce requirements (by
dings with the current workforce
ps” will likely become apparent.
re workforce gaps. An effective
ch position within the company;
ployees situation (likelihood of
f absence), the criticality of the
Organizational Chart with Alternative Listed

Once the workforce planning tool has been completed you have a very clear idea of any ex
gaps. The use of an organizational chart can assist in visually identifying gaps to staffing k
positions should they become vacant.

Note: that in the sample found in the tool section of this CD the food processing plant the k

Sample Organizational Chart With Alternative Listed Tool


a very clear idea of any existing workforce
entifying gaps to staffing key or hard-to-fill

ood processing plant the key or hard-to-fill

Alternative Listed Tool


Low Cost/ High Impact Recruiting Ideas

Recruitment is the process of identifying and attracting people that have the right credentia
characteristics and key competencies that you would want to hire. If you want to catch salt w
should not be fishing in a lake, likewise your recruiting methods should be chosen based upo
will provide you with the greatest number of qualified people. This tool describes the m
recruiting methods and there respective pros and cons as well as provides a number of creative
consider for your next recruiting effort.

Low Cost High Impact Recruiting Ideas Tool


have the right credentials, personal
you want to catch salt water fish you
uld be chosen based upon which one
his tool describes the most common
vides a number of creative methods to

t Recruiting Ideas Tool


How Referable is Your Company? Self Check – 10 Key Experiences

Imagine receiving very poor service and undercooked food at a restaurant. Upon paying for
“I hope you will encourage your friends and family to come check us out, and if they do we
free appetizer.” This example is similar to how many companies execute their Employe
encourage employees to recruit friends and family members, to work for an organization t
then offer a token referral bonus. It should come as no surprise that this approach to emplo
results.

It's All About the Experience

If you want a more successful Employee Referral Program, you first need to make sure you
something to brag about.

The following slogan applies to both the world of customer service as well as creating an o
will be proud to share with others. “People will go to where they are invited, will stay when t
tell others when encouraged to do so!” To turn your workforce into a team of recruiters, you
at the work experience you deliver.

If You Create the Right Experience, They Will Talk

By asking questions about the work experience you deliver to your employees this will h
experience that employees would want to tell others about. They will want to tell their frien
will feel so lucky, and they know how exceptional their employer is. They will WANT to give
and respect an opportunity to be as lucky as they are. Not only does creating such a sat
work experience turn your workforce into a band of head-hunters, it also improves morale
and customer service quality. Thus, doing this is not a “nice to do if we had the time” projec
far reaching implications for the very sources of your financial viability.

How Referable Is Your Company Self Che


ences

staurant. Upon paying for the meal the manager says,


us out, and if they do we will give you a coupon for a
es execute their Employee Referral Programs. They
work for an organization that is less-than-stellar, they
hat this approach to employee referrals has little to no

rst need to make sure you are giving your employees

e as well as creating an organization that employees


e invited, will stay when they are appreciated and will
o a team of recruiters, you need to take an honest look

your employees this will help you design the kind of


will want to tell their friends and family because they
s. They will WANT to give the people they care about
does creating such a satisfying, motivating, inspiring
s, it also improves morale, productivity, engagement,
if we had the time” project, rather, doing this well has
ility.

Is Your Company Self Check Tool


Employee Referrals

An employee referral occurs when an existing employee encourages someone they know t
or when the employee notifies their employer about a potential future employee tha
encouraging your good workers to invite their friends and family to apply to work at your
team into recruiters that can sell your company--and its available positions—to some potent

Benefits of Establishing an Employee Referral Program


Your employees can be your best recruiters; by implementing a well thought out, employ
enjoy many significant benefits. Research has shown that employees hired through re
positive qualities over their non-referral counterparts:
 Cost less to “reach” resulting in reduced advertising and search firm fees

 Takes less time to recruit

 Have greater understanding of what the job entails

 Adapt more quickly to new job and company culture

 Display higher levels of performance sooner

 Fit-in quicker with existing team

 Stay with companies for longer periods of time

"I have found that referred employees are 20-40% more productive when starting their new
than non-referred hires."
Da

"Referred employees stay at the job four times longer and are fired about four times less tha
Prof. John Sulli
ges someone they know to apply to work for the same company
tial future employee that is part of their social network. By
to apply to work at your company you are turning your entire
positions—to some potentially great candidates.

well thought out, employee referral program your company will


ployees hired through referrals typically display the following

search firm fees

e when starting their new jobs

Dave Lefkow, Senior Director, Jobster,

d about four times less than employees who were not referred
Prof. John Sullivan, San Francisco State University.

Employee Referral Program Tool


Which Recruitment Methods are Providing the Best ROI

This tool helps organizations track the results obtained by various recruitment methods and
which yields the best return on investment.

Which Recruitment Method is Providing best ROI Tool


recruitment methods and determines

roviding best ROI Tool


Job Application

The job application form is a great time-saving way for you to quickly assess and compare

Job Application Tool


ickly assess and compare each
Competency Based Interv
Competency Based Interview Questions Tool
It’s important to take a few minutes immediately after the interview to sum up your impressions of the
impressions of the candidate, how many of the key competencies they posses and how you feel that
they would do on the job and within your team. If someone else co-interviewed with you have them
commit their reactions down on paper then compare notescandidate, how many of the key
competencies they posses and how you feel that they would do on the job and within your team. If
someone else co-interviewed with you have them commit their reactions down on paper then
compare notes.

Competency Based Intereview Evaluation Tool


p your impressions of the
s and how you feel that
ed with you have them
any of the key
d within your team. If
wn on paper then

ntereview Evaluation Tool


Telephone Reference Checklist

Telephone Reference Checklist Tool


eference Checklist Tool
New Employee On-boarding

The “Orientation Content Checklist” is designed to assist those who design and conduc
orientation. The checklist recommends a comprehensive list of topics, to help the new em
productively. To avoid overwhelming the new employee on the first day, it is necessary to
timing for each item. Information is most beneficial when it is given to the new employee cl
when it is to be used.

New Employee On-boarding Checklist Tool


who design and conduct new employee
opics, to help the new employee function
st day, it is necessary to identify the
n to the new employee closest to the time

boarding Checklist Tool


Developing a Rewards & Recognition Culture

Motivation does not have to cost a lot of money. All it takes is a bit of creativity and innovati

Developing a rewards and recognition culture Tool


t of creativity and innovation tailored to the

ecognition culture Tool


Survey of Key Staff Motivators

Survey of Staff Motivators Tool


Employee Satisfaction Survey Tool
Employee Rewards & Recognition Program

Look up the words recognize or recognition in any dictionary and you will find definitions
“identify”, and “acknowledge”. These words are at the core of what effective employee
management caring enough to take the time to see, identify and acknowledge the organiza
behaviours and good efforts of employees. Recognition is an essential element to
Employees must know that their work matters and is important to the company. As individu
same recognition for similar activities or behaviours. Personalizing the recognition process
motivate and increase performance, develop employee skill, acknowledge contributions
objectives.

A simple, yet powerful way to understand total employee recognition is CARES.

Compensation

Employee Recognition and Rewar


nd you will find definitions that use words like “see”,
what effective employee recognition is about. It’s
acknowledge the organizational contributions, valued
an essential element to any working relationship.
the company. As individuals, not all people value the
g the recognition process is the most effective way to
cknowledge contributions, and meet organizational

on is CARES.

ee Recognition and Rewards Tool


Self Check – Assessing Others on the Job Performance

People crave feedback. In fact, even during leisure and recreation activities they want to
thing to remember is to provide valuable performance feedback in a timely, constructive, a
employer needs to provide the employee with feedback to enhance performance and increa
as well as obtaining insights into the level of job readiness of the employee. This self ch

Self-check, Assessing Others On-the-job Performan


on activities they want to know “the score”. The key
n a timely, constructive, and in positive manner. The
ce performance and increase the level of productivity
e employee. This self check tool provides excellent

hers On-the-job Performance Tool


Talking through performance problems

Talking through Performance Problems Tool


rmance Problems Tool
Performance Assessment and Development Pl
sment and Development Plan Tool
Communicating Opportunities to Employees

Communicating Opportunities to Employees Tool


ties to Employees Tool
Mentoring & Coaching -Based Performance Improvement

Create a Relationship with the Worker


 Identify any personal emotional triggers or listening blocks that would interfere with
listening
 Find a right time to raise the issue
 Demonstrate genuine interest and belief in the worker
 Use an inviting and encouraging tone of voice

Present the Problem


 Be clear and direct about what the performance problem is
 Limit the statement to a single problem (not a whole litany)
 Use objective language free of blame or judgment
 Emphasize the wish to resolve the problem positively
 Indicate belief in the worker’s abilities, including his or her ability to resolve problem
 Reinforce the positive by pointing out the worker’s specific accomplishments and su

Listen for the Worker’s Perspective


 Put aside your own agenda while listening
 Listen actively to understand the worker’s perspective
 Acknowledge the worker’s perspective
 Paraphrase and use open-ended clarifying questions

Resolve the Problem with the Worker


 Maintain a focus on work-related behaviours
 Reach mutual agreement on the nature of the problem
 Develop strategies together to address the problem

Mentoring and Coaching Self Check Tool


that would interfere with your effective

s
)

ability to resolve problems


c accomplishments and successes

aching Self Check Tool


Managing a Multicultural Workforce Tool
Employer of Checklist

Employer of Choice Checklist Tool


Choice Checklist Tool
Employee Exit interviews

Exit interviews are interviews conducted with departing employees, just before they leave o
recently left the company. From the employer's perspective, the primary aim of the exit inte
reasons for the person's departure. Exit interviews are also an opportunity for the organ
transfer of knowledge and experience from the departing employee to a successor or repla
to brief a team on current projects, issues and contacts.

Exit interviews are best conducted face-to-face because this enables better communication
interpretation etc., and it provides far better opportunity to probe and get to the root of sens
feelings. However, postal or electronic questionnaires are better than nothing, if face-to-fac
are not possible.

In terms of managing the interview, listen rather than talk. Give the interviewee time and s
Keep calm, resist the urge to defend or argue - your aim is to elicit views, feedback, answe
or admonish. Obviously, the style of exit interview is different for someone who is being
retiring, being made redundant, dismissed, or leaving under a cloud, compared to an emp
their own, whom the organization would prefer to retain. However, everyone who leaves sho
opportunity for an exit interview, and the organization can learn something from every sit
situations (where appropriate) the exit interview also provides a last chance to change a
although this should not be the main aim of the exit interview situation.

When the interview is complete say thanks and wishes the interviewee well. If there
checking or follow-up to do then ensure you do it and report back accordingly.

After the interview look at the answers and think properly Employee
- detachedExit
and objective
Interview - abo
Tool
s, just before they leave or those that have
primary aim of the exit interview is to learn
opportunity for the organization to enable
ee to a successor or replacement, or even

bles better communication, understanding,


and get to the root of sensitive or reluctant
han nothing, if face-to-face exit interviews

he interviewee time and space to answer.


it views, feedback, answers, not to lecture
or someone who is being asked to leave,
oud, compared to an employee leaving on
everyone who leaves should be given the
something from every situation. In certain
last chance to change a person's mind,
tion.

terviewee well. If there is some specific


accordingly.

ched and
yee Exit objective
Interview - about their meaning
Tool
Succession Plan Implementation Checklist

Succession Planning Implementation Checklist Tool