Employee Recruitment, Retention and Engagement Strategies for Employees Working Routine, Unglamorous, Even Boring Jobs
OVERVIEW
A popular TV series showcased CEOs working as rank and file
employees at their companies. Often these CEOs were unable to do the everyday
jobs that are critical to their company. More than one CEO was fired from their
own company for failing to be able to do such seemingly simple work as packing
an order into a box. On other shows, the CEOs were surprised at how hard and unfulfilling
the jobs were. This experience often caused the CEO to make relevant sweeping
changes to their companies.
What we often call the working people’s jobs is what makes many
companies operate (or not.) These are valuable jobs to employers. To employeerecruitment though these jobs are often neither rewarding, fulfilling nor even
well- paying although they are important to employees too in that these jobs
while not the jobs of dreams, are the jobs that “pay the rent.” These are the
in between jobs, just for now jobs, second jobs, or perhaps the jobs in which
people for whatever reasondeem themselves as stuck. Because these jobs are not
so much a career as it is just working.
Even many office jobs are often not the job of which people
dreamed. Take for example bank teller, a low paying job, especially considering
its responsibility, professionalism, physical requirements, its danger of
robbery, even the clothing requirements of such a job.
 |
| Employee Recruitment and Retention Strategies |
WHY SHOULD YOU ATTEND
Unglamorous jobs comprise the vast majority of unfilled jobs in
the market today. That category of jobs while not undesirable still is not
desirable.
Yet today’s societyhas evolved such that we are conditioned to
think living our dream career is guaranteed as a condition of our
existence.
When such thoughts run smack up against reality and employers
attemptto recruit, engage and motivate a workforce who is not “living the
dream”with a mindset that they are indeed living the dream, business will only
suffer.
For those who do those valuable routine, every day, “working for
a living” jobs, such as a sanitation worker, bank teller, or warehouse picker,
it is an employee’s market and while there may not be as many career
opportunities, there are certainly countless options to try to find better
places to work.
Employers need to set into place practices that will address the
concerns, needs and wants of their employees working the everyday jobs.
This webinar will cover those practices and efforts employers
must make in recruitment, supervision and engagement to address the concerns,
needs and wants of their employees working the everyday jobs.
AREAS COVERED
- Becoming a practical pragmatist – changing the company
mind-set of viewing the reality of what is vs. what management wants to
believe.
- Finding the best workers in unorthodox ways.
- Routine, never changing jobs – the very real challenges
and dark side of such jobs that employers must address to keep customers
happy, employees safe and business running.
- Twenty five very small changes that can make a huge difference
in recruitment, retention, engagement
- How to change routine, never changing jobs into less
routine.
- How to adapt programs that are typically reserved for
“professionals only” to everyone.
- The four things you can do that will make an instant huge
difference in engagement.
- How to make a business case to change the status quo.
- Involving employees in their jobs in ways of which you
likely never thought.
LEARNING OBJECTIVES
Most of us have worked a routine, unglamorous, even boring job
and while often not our favorite job, have considered it good experience.Why
then, after we move into a job such as management, do we persist in attempting
to push the idea that such jobs create career fulfillment, when in reality most
employees who work such jobs are simply trying to make rent just as we once
did.
Everyone states that they value all their employees but do they
really walk that talk? Further exacerbating the issue is management considering
people who work in these routine jobs are less “smart” than those who sit on
the management team. Such workerscannot possibly make simple, let alone
important decisions. Yet, as popular TV series often show, CEOs who are trying
to fill their employees shoes find out quickly that this is simply not
so.
The effects of such a disconnect of management and employees
typically backfires and creates at best apathy, and at worst ill will between
management and employees that damages efficiency and productivity. Employees
think management is “out of touch”, “doesn’t get it” or “live in the real
world.”
A disconnect between those who determine company trajectory vs.
those who actually do the majority of thework is bad for business and bad for
people.
WHO WILL BENEFIT
- HR Generalists
- HR Managers
- HR Directors
- HR Business Partner
- Employee Relations
- Managers
- Plant Managers
- Branch Managers
- Store Managers
- Management
- Business Owners
- Plant Managers
- Department Managers
- Employee Relations Personnel
- Training Personnel
- Trainers
- Director of Training
- Supervisors
For more detail please click on this below link:
Email: support@trainingdoyens.com
Toll Free: +1-888-300-8494
Tel: +1-720-996-1616
Fax: +1-888-909-1882
Comments
Post a Comment