The Leading Edge - Fall 2007 - (Page 6)

cover continued from page 5 Community involvement SunCom Wireless found employees wanted to work for a company that offered structured ways to get involved in their community. In 2006, it formed a community outreach program to give back to the communities in which it does business and to give employees an outlet to participate in meaningful activities while doing teamwork with their colleagues outside the office. In addition, SunCom also gives its employees eight hours of paid time off to participate in community activities. they do not trust people because they do not include them in planning or they micromanage them. “Respect is a two-way street—if you give it to me, I give it to you. And beyond that—you give it to me, I stay and work for you,” he says. assess and value David Russell, CEO and founder of Success with People, supports the idea that engaged employees will stay and do more, thus achieving top financial goals. After assessing an employee’s behaviors and values, manage the employee according to his or her top two values, which extends opportunities to live their values through their work. a second home, family A focus on work-life balance led to a 2006 turnover rate of well below the 30-percent industry average, say Michelle Geddes, managing director GOOD SUPERVISORS Recent studies found that employees satisfied with their supervisor stay with a company. One-third of employees who plan to leave their jobs said they were unhappy with their supervisor. “It turns out that the best answer to the question of how to retain people might be the same as the answer to the question of how to improve productivity and morale,” says leadership consultant, Wally Bock. “Select people who have demonstrated that they are likely to succeed as supervisors. Give them training in supervisory skills. “Most companies don’t do those things well. They promote people based on their performance in another job,” he says. Bock says that employers also must spend money on their training budget for frontline supervisors and have mechanisms in place for new managers during the critical transition as well as to help them grow and develop later. of HiRe Expectations, a service line of Leading Edge Alliance firm Argy, Wiltse & Robinson. More than 10 percent of the workforce has opted for flex scheduling, which includes being able to work from home sometimes. “It helps tremendously for retention,” she says. The firm hosts an On the Spot Award program, which empowers managers to reward an employee with a $100 American Express gift card for an above-the-call effort. “It has a onepage guideline, not too complicated,” Geddes explains, noting the simplicity and quickness of the program is a must. Employees also are given five weeks paid time off annually. After five years of service that goes to six weeks. “It’s one of the better benefits,” Geddes says. The firm also offers fast breaks during the summer—allowing employees to adjust their hours so they can leave early on Fridays between Memorial Day and Labor Day. They still work the same total hours each week—and they are not required to leave early on Fridays if they prefer to follow their non-summer schedule. The business also created a buddy mentor program. Employees can volunteer to serve as mentors and be matched with new hires (having a mentor is required for all employees up to entry-level managers). The firm provides training twice a year for mentors and offers guidelines to both mentor and mentee. Human resources sends quarterly reminders, but stays out of the day-to-day process, Geddes explains. Unique to the program is that the mentors are not only career-focused but they can be interest- or situation-focused. For example, a new mom returning to work might be partnered with a mentor who already has gone through that experience. The firm also hosts sports teams. With its employees socializing outside of work, they form friendships that are an attractive reason to stay with the firm. “It’s a strong culture. It’s home so they don’t want to leave,” Geddes says. a new home Eric Holt had always dreamed of owning his own home. It was his employer, Ohio-based Aflac, that helped him achieve his goal through the Neighborworks Columbus program. The program operates with funding from the Aflac Foundation. It allows employees who VOLUME 8 n ISSUE 1 n FALL 2007

Table of Contents Feed for the Digital Edition of The Leading Edge - Fall 2007

Contents More than Money Riding E-Cycles Can Mean Green for Your Business Business Across State Lines - The Tax Implications Holiday Recognition? Bits & Pieces In a Nutshell: Q&A The Leading Edge Alliance

The Leading Edge - Fall 2007

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