Business Management

7 HR Strategies Video Transcript

(0:01 – 1:02)

Welcome, this is HRthatWorks President Don Finn. And in rapid-fire

fashion in just a few minutes, I'm going to give you seven ways that you can

use HR to grow the bottom line. And of course, all the strategies and tools to

employ all these seven strategies are on HRthatWorks.

So, number one is hiring people you can trust. It's the tipping point in

the entire employment relationship. You want to make sure you do proper

skill testing, proper character assessments, background checks,

interviewing, and pre-hire physicals. So those are the five steps to hiring

somebody that you can trust.

Now, the second thing is once you've got somebody you can trust, is

you want to make them highly productive. We have got tons of webinars and

other tools on HR that works to make people productive. But a large part of

my approach about that is to have a 90-day game plan for the division, or

the department that these folks are in. The manager should let people know

what the 90-day game plan is.

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And then, have that employee at least do a 30-day game plan and a

weekly game plan. That's what I do with my workforce. It works very, very

well. The third thing is you want to keep people. So the retention of

employees is very important, and look at all the flywheel that goes into

creating great employees.

The last thing you want to do is not have them hijacked by the

competition. So just a couple things. Number one, pay attention to your

breadwinners. Unfortunately, we spend 80% of our energy dealing with the

20% of people who don't perform, where we should do just the opposite. So

those breadwinners really focus on giving them some direct attention.

Second thing is, as I've talked about in the HRthatWorks program, one size

doesn't fit all in this area. So people who are entry levels employees are

more concerned about getting paid today. As you go up Maslow's Hierarchy

of Needs, things like the culture of the workplace, their ego gratification,

their self-actualization, those things make a difference as well.

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The point is when you're trying to retain somebody, you do so in a

relationship to what their needs are. Now, those are the big three, hiring

great people, getting them very productive and keeping them. What comes

next is now that we've got these kind of people, we want them to play like a

team. So you'll see that I've done a very powerful video on how to build

team fabric very quickly. If you'd like to see that video, click on the link at

the bottom of this landing page, and you'll be able to go over to that video.

And there's also a report on HRthatWorks. If you want me to send it to you,

just simply email me. The contact information is all over on 10 ways to build

a powerful team. So that's number four. Number five is, now we want to

make these people superstars, you don't happen without training. So in

HRthatWorks, we have more than 70 hours of training.

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What training are your managers and your employees getting? Well,

you certainly have to have the compliance-type training, like the sexual

harassment type training. But I also want to do things like leadership

training, team building and those types of training. So really spend some

time there. Now, the sixth concern is to deal with the dead weight you've

got on that seat of the bus. And you either put them on a performance plan,

or you terminate them. So the last thing you want to do is leave a poor

performer on because you're concerned about firing them. And in my

experience, there's a couple of reasons why employees get concerned about

firing this people. Number one, it might be the boss' daughter, and I get that

challenge. Number two, they might have worked for you for a very long time

and you actually have a kind of personal relationship. You might know their

kids, might know their grandkids, might have had them over at your house,

vice versa, and now this person is not performing. It doesn't look like they're

ever going to get to the level of performance that you want to, and you're

still hesitant to let them go because you care about them.

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And as I explain to a lot employers, that's called charity, and if you

want to give charity to employees that don't perform, that your friends with,

that's fine. Realize that's what you're doing. I tend to want to give charity to

churches, environmental groups, children's organizations. But if you want to

give charity to somebody who is not performing because you're friends with

them, that's fine. Just recognize that's what it is. So the question here is a

very simple one. If they quit on their own accord today, would you be

relieved or upset? And if you know what that answer is, my only question to

you is why are they still there?

Now, the last thing that we want to do is make we don't get sued.

Employment practices claims are what we call severity claims. In risk

management, there's a frequency claim and a severity claim. Hopefully, you

don't get sued with employment practices claims on a frequent basis, but

when you do, the average verdict of these claims currently is exceeding

$250,000. And if you're crazy enough not to have the insurance for that,

there's no way to amortize or mitigate against that loss. It hits the bottom

line right away.

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How could any of your businesses handle that type of claim right now?

So those are seven things that I would consider doing right now to improve

your HR practices. And of course, if you click on the links below, you'll see a

great HR program to help you actually do those seven things. I welcome you

to a demo any time, I welcome you as a member any time, and if you have

any questions, send me an email or pick up the phone. Thank you very

much.