The Leading Edge - Fall 2007 - (Page 7)

have at least a year of service with Aflac to receive guidance in the home-buying process. The program offers dedicated mentors as well as counseling to help participants overcome credit obstacles, learn about homebuyer and ownership responsibilities as well as identify down payment assistance options. Participants set their own home-buying objectives and goals then work with Neighborworks Columbus counselors. The program usually takes six months to a year. “I thought it was great that a company would offer such an incentive for employees,” says Holt, a lead specialist in benefit services who has been a homeowner for three years. “It makes me appreciate being an employee and makes me loyal to the company.” Other employees agree—a recent survey from the Neighborworks program showed 84 percent rated the assistance as very important and 72 percent of participants indicated the program will influence their decision to stay with the company. The right fit Studies show that 75 percent of turnover occurs within the first 90 days of employment, says Jody Ordioni, president of BRANDEMiX. That indicates employees often decide based on the first day whether they want to leave. “You can always throw money and bonuses (at employees), but if people don’t find work satisfying and fulfilling, they will leave,” says Mary Rose Iten, president of the Leadership Group at Lurie Besikof Lapidus & Company, a Leading Edge Alliance firm. Her company starts at the beginning to make sure the job and the person are a good fit by using the Predictive Index, a customized survey completed by prospective hires. The Predictive Index first requires the employer to define the position—know what it is looking for in that particular job. For example, someone’s perception of a receptionist’s responsibilities could be a person to answer the phones and greet visitors to the company. Another person might think of a receptionist as someone to answer phones, greet visitors, order supplies, respond to general inquiries and handle all of the filing. Neither description is incorrect—but the visions are different and could require people with different attributes. “An assessment tool, like the Predictive Index, allows you to define the position, the behaviors and motivators needed by that person,” Iten says. “Is this a position that requires an independent person who needs little direction or someone who is a team player and can collaborate? “That way you create opportunity for success from the get go—you tap into that internal motivation,” she says. The Predictive Index also enables a company to pose questions that identify whether the prospective employee would fit into the business’ culture as well as how they would work with a particular manager. “It gives a chance to look at the hiring decision strategically and objectively,” Iten says. CONSISTENT FEEDBACK Linda Finkle, executive coach and CEO of Incedo Group, says ongoing and consistent performance appraisals are important. “People like to know how they are doing, what’s next for them and what they need to do to get there,” she says. “It doesn’t have to mean a raise, but what I often hear is how infrequently people actually have a sit down with their boss on their performance. Do this quarterly, twice a quarter is even better.” Lurie goes beyond using the Predictive Index in the hiring process. Managers and employees are given the results so they can better understand how to interact with each other more effectively. “Gathering information sounds simple, but it takes a committed effort to use the information to create a caring work environment,” Iten says. e CLOSE THE DOOR Mary Cantando went through a stretch of four years with zero turnover when she managed a technical service company of 80 employees. “One of the secrets to my success was to close the door on Monday morning and think of five employees I could least afford to lose,” says the author of “The Woman’s Advantage: 20 Women Entrepreneurs Show You What It Takes to Grow Your Business.” “Then I would make a note on my calendar of something special to do for each of those five that week,” Cantando says. “I always considered this one of my highest weekly priorities.” THE LEAdIng EdgE

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

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.