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One Company, Many Departments; One Strategy or Many

One Company, Many Departments; One Strategy or Many

Posted on by MDSadmin

by Kim Jimenez

When talking about your organizational goals, is every department within your company on the same page? Have you shared or even included all departments in goal setting and strategy development? Does your Human Resources department act as part of the strategy team for your community and your company or do they perform as an auxiliary function?

One Company, Many Departments; One Strategy or Many

People can make or break your organization. The front-line employees who interact with the public. The CNAs and nurses who care for your residents. The receptionist who greets everyone who walks into your office or facility. The marketing team who puts out the marketing material and branding that can draw in new business (or not). Your top management and executives who define and plan the company brand and strategy. So, don’t you think the department responsible for recruiting all these people need to be an integral part of the company strategic plan? Absolutely!

Think about what your Human Resources Department is responsible for:
• Recruitment and Hiring
• Orientation/Training/Development
• Compensation
• Benefits
• Payroll
• Health and Safety (Risk Management and Worker Protection)
• Employee Engagement (Retention)
• Equal Opportunity Employment Compliance

In addition, each of these activities can be broken down into multiple tasks. Your HR department is responsible for your staffing, the performance of your staff, legal compliance for your organization and keeping your employees happy. No small task!

So, while you expect your HR department to perform in this way, they can sometimes get boxed in to just performing task after task, putting out fires day after day. Do they know what you expect of them? Do you truly know what to expect out of your HR department? Do they understand the strategy of the organization in order to hire the right people for the job? Can they explain your brand, culture and goals to potential employees to be sure they understand the job expectations? If you are experiencing high employee turnover, you really need to explore the answers to these questions.

Make sure you include your HR manager in strategy development. Coordinate efforts between organizational goals and the people who must perform to achieve these goals.

Kim Jimenez has been a regular contributor to the MDS website and MDS blog for the past 15 years.  Kim holds a supervisory position in a Fortune 100 company and has experience with a multitude of employee, training and leadership issues.  She obtained her Bachelor’s Degree concentrated in Human Resource Management from Southern New Hampshire University

Employee Recognition Can Help Motivation and Retention

Employee Recognition Can Help Motivation and Retention

Posted on by MDSadmin

by Kim Jimenez

I keep seeing this quote on social media: “Employees who feel valued will do more than expected.”

Employee Engagement is a current concept garnering lots of attention.  Employee Engagement refers to and measures how connected and committed an employee is to an organization, its product and its customers.  High employee engagement can result in greater productivity, increased morale and higher retention. Therefore, companies are looking for ways to increase employee engagement. One such way is employee incentives and recognition.

According to a 2014 paper by Society for Human Resources Management (SHRM) “employees not only want good pay and benefits, they also want…to be valued and appreciated for their efforts” (Society for Human Resource Management, 2014).  While some organizations may shy away from formal recognition programs because they think they may be too expensive to implement, it is not necessarily monetary recognition employees are looking for. Recognition can be internal recognition, public recognition or staff appreciation events.  Even small items like t-shirts, gift cards, thank you notes, and coffee mugs can be effective if genuinely presented for noted achievements.

Also, there are any number of areas for which a company can structure a recognition program depending on the organization and its employees.  Some such areas according to SHRM can be as simple as attendance and years of service or more involved like systems improvements, talent acquisition, innovation, and/or “champions of change.”  Recognition can be structured however the organization can effective track and designate employee contribution.  Then recognition should be consistent and immediate.  An inconsistent program will not motivate employees.  But overall, good recognition programs can be very effective.

Taking recognition to the national level can not only motivate employees but provide credibility to both the employee and the organization.  National recognition can be an organizational designation or recognition coordinated with industry associations or regulatory agencies.  There are a number of national designations, awards and achievements available for employees and organizations to draw from within every industry.  National recognition can bring a level of respect from subordinates, coworkers and customer’s alike.  It may even motivate other employees to strive to obtain the same designation and recognition.

Give as much thought into how to win over your employees as you do your customers; your employees are your customers.  Treat them right and they will treat your customers right.

 

References

Society for Human Resource Management. (2013, March 21). Developing and Sustaining Employee Engagement. Retrieved from Society for Human Resource Management: https://www.shrm.org/templatestools/toolkits/pages/sustainingemployeeengagement.aspx

Society for Human Resource Management. (2014, September 12). Managing Employee Recognition Programs. Retrieved from Society for Human Resource Management: https://www.shrm.org/templatestools/toolkits/pages/employeerecognitionprograms.aspx

 

Kim Jimenez has been a regular contributor to the MDS website and MDS blog for the past 15 years.  Kim holds a supervisory position in a Fortune 100 company and has extensive experience with a multitude of employee, training and leadership issues.  She is currently obtaining her degree in Human Resource Management at Southern New Hampshire University

Explanations Go a Long Way on Resumes

Explanations Go a Long Way on Resumes

Posted on by MDSadmin

 

 

Explanations Go a Long Way on ResumesLeaving off pertinent information is why so many resumes go in the trash.

It’s difficult to balance out the amount of information presented in a resume. With the shorter attention spans today, it’s important to get to the point. You don’t want to bog the reader down with reams of useless information — but you also need to make sure you include vital information that demonstrates why you are worthy of further consideration. You can’t just cut your resume down for the sake of word count.

Make Sure Your Resume Includes Pertinent Information

While there are many areas this tip could apply to, let’s focus on past employment. As a hiring manager, this is the first area of a candidate’s resume that I look at. I want to see if the candidate has any related work experience, and I want to see how stable their employment history is.

Most hiring managers are looking for long-term employees, and stability is important. Despite that, I receive more resumes today than ever before with tenures of five months here, four months there, and seven months here, with no explanation. Short job tenures are not bad in and of themselves, but without an explanation of some kind, the worst is assumed. I will usually not waste my time doing a simple phone screen — and definitely not an in-person interview — with a candidate that has a history of unexplained short-tenured positions.

Case in Point: A good friend of mine found herself unemployed at the end of 2013 due to staff cuts resulting from her company being bought out. Her unemployment dragged on for about six months, with very little activity.

After looking at her resume, I figured out why. She had a stable work history with three companies up until 2009, averaging eight years of tenure at each business. Then, after 2009, she had six jobs in a couple different industries. It was no wonder she was not getting any calls: It looked as if something had happened to make her very unstable in this period.

My friend had been employed in the building material industry for her entire career. Beginning in mid-2006, the housing slow down led to tough times in that industry. My friend had been laid off or downsized in company buyouts or mergers four times during this period. She was also a single mother and had to take a few part-time jobs to pay her mortgage and put food on the table.

Resume, pertinent information, Senior Living consulting, senior living consultantJust looking at her resume, you could not tell any of this. It looked as if something had gone haywire and hiring managers were reluctant to even call her. Don’t expect that a hiring manager is going to take the time to try and connect the dots on your resume. That’s not their job. It’s up to the candidate to try and fill in any holes in their own resume.

The Proof Is in the Details

My friend went back and filled in all the gaps on her resume by including the reasons why she separated from each company. Within in the first few days of using this updated resume, she began getting interviews and job offers worthy of her experience and talent. Within a month, she was hired by a leading specialty building material supplier.

My friend didn’t change anything about her fragmented work history. All she did was add a little explanation. This had the tremendous benefit of helping hiring managers — especially those that lived through the difficult economic times — understand why her resume looked the way it did.

Are You Explanations Satisfactory?

There are many satisfactory explanations for short job tenures — they just need to be noted for busy hiring managers to quickly and easily see them. The shaky economy of the last few years has increased the number of downsizings, closings, and mergers, all of which have resulted in many layoffs.

Similarly, some positions are, by nature, contract- and project-oriented. These roles will result in job changes every six months or so, but not because you are an unsteady or troubled employee.

Furthermore, there are also those younger adults who have been working internships to try and gain experience in various careers. In today’s new economy, there are also those part-time and stopgap positions that employees need to bridge the gap between permanent, full-time positions.

Resumes, Senior Living consulting, senior living consultantJust remember that having multiple short-tenured positions is not the kiss of death — if you take the time to provide a short explanation for your limited tenure, that is. It need be no more than a few words under the job title, such as “contract position,” “internship,” “temporary work,” “layoff,” or whatever the situation was.

Do You Market For Human Talent? Part 2 of 2

Do You Market For Human Talent? Part 2 of 2

Posted on by MDSadmin

How Often Are You Recruiting For New Top Human Talent?

It is easy to form a perception that talent should only be recruited when there is a position vacant in your company, but unfortunately, that kind of thinking is not very helpful to your company. You should always be recruiting and finding top talent so that they are ready when positions open up for any reason.

Don’t Rely on the Internet Alone

The advent of the internet and job boards was thought to be the end- all- be- all for recruiting. But, it has proven to be a double edge sword when it is the only method used. The great thing about internet job postins is that you can cast a wide net by broadcasting your current job openings to many individuals that may be looking for employment in your town, or even across the country. The downside is that you can be flooded by many applicants that are not anywhere close to being qualified for an opening in a specific position.

Now, relate this to your community’s marketing department for new residents. Can your community just post an advertisement saying “We have rooms available”, and the right person shows up and there you go, you have a new resident? Not quite, or there would be no need to have a sales and marketing team. It should be considered the same with community staffing. It takes a lot of work and effort to find the right fit for the community, both for residents and staff.

Always Be Recruiting

Do You Market for Human Talent? Part 1 of 2It’s important to augment the posting of job openings through portals such as Indeed, Career Builder, or others in this category. Talent Mangers must actively recruit to find the best employees available for the many different job functions within the community/company. This includes giving talks throughout the community at different functions and gatherings of people like civic clubs, high schools, junior colleges, colleges, and other professional organizations throughout your operating region. It is very important to educate as many people as possible about the existence of your community/company, that it is a great place to work with many opportunities besides those of just direct caregivers. Target programs and organizations can include, but are not limited to, those affiliated with business, nursing, culinary, and hospitality.

LinkedIn is also a great place to gather potential contacts for professional level jobs. LinkedIn should be used to identify individuals with skills that will be beneficial to your team now and in the future. Don’t limit yourself to just those that may currently hold positions in the Senior Living industry, but look in other industries for transferable skills as well. Establish casual relationships in the beginning and watch how they interact with others in their peer groups. Do they post timely and relevant material? Do they have original thoughts? How many connections do they have (a peek at how good they might be at networking and recruiting prospective residents)? Do they seek out and participate in continued education opportunities? LinkedIn will also let you glance into the individual’s employment past. With this feature, it is easy for an individual to write anything they want with little to no cross-checking by others, so proceed with caution. Trust, but verify. Once individuals are identified as potential employees who could be an asset to your team, then it is prudent to reach out and make a connection with them.

Start an HR newsletter to keep current employees and those interested in working for your company informed of current happenings within your company/community. Not necessarily resident-focused, but more about job openings, training, and highlighting employee accomplishments. The added communication will go a long way in both employee retention and recruiting efforts. While this form of communication usually will not lead to instant gratification in the recruiting of other professional individuals, it will build a pattern of contact that over time will lead to candidates keeping up with your company. If they like what you have to say, it will leave them with the sense of wanting more information about company activities and available openings.

So get out from behind the desk and computer screen, and endeavor into the community, market yourself, your industry, and your company for great talent. A great side effect is that while you are getting the word out of your community/company, simultaneously you just might accidentally uncover a prospective resident or family member looking for a loved one.

Make your company an employer of choice, not an employer of last resort!

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in Senior Living operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

 

Do You Market for Human Talent? Part 1 of 2

Do You Market for Human Talent? Part 1 of 2

Posted on by MDSadmin

 

Recruiting talent should be more than a post on an internet job board.

Are you proactively or reactively recruiting and hiring employees? Is your company one where prospective employees are calling you, or are you just picking through whatever the internet sends you? Employee recruiting must be more than a post on Craigslist, or some internet job board. It should be about developing relationships- selling your industry and your company to future employee prospects. Your efforts to market for human talent shouldn’t be any less proactive than the way your community markets for prospective residents.

Do You Market For Human Talent? Part 2 of 2Credentials are Not Enough

Credentials, training, skills, and education can only go so far. There has to be the right attitude and the right fit. The right attitude towards caring for residents, a “servant’s heart”, and fitting in or blending in well with your existing staff. You can teach someone the important components of the job, but it is hard to teach or recreate an attitude that has gone bad. Not that it cannot be done, but is it worth the damage it can do to both residents and existing staff? I once heard that attitudes are catchy…so you have to ask yourself when you’re sitting across from someone, would I want my staff catching this attitude?

We must remember in this business how important the “servant’s heart” feature is in being a successful employee. We aren’t manufacturing widgets on a factory floor or dealing with inanimate objects that are indifferent to how they are talked to or treated. In senior living, it’s the total opposite. We provide love and care to other humans, like ourselves, and it should always be done with dignity.

Take Your Time

When hiring reactively, there is usually some amount of pressure to fill a job, like having a deadline to meet yesterday! This is when there is not enough time to spend with, interact, and observe a prospect to see the real person. There are things you can do before the hire, but these take time, and they are still limited in uncovering potential problem areas. Sometimes we have to slow down to speed up.

When proactively recruiting future/potential employees, you have more time to invest because you are not on the clock. There is no rush to fill a suddenly vacant position. This gives you more time to see how these prospects act over a longer period of time and in different environments or situations. There is also more time to talk to the recruits’ current or former colleagues, bosses, etc. Since you are not asking hiring questions, but you are just having a general conversation, there is a much greater chance those you are speaking with will give you more information. More information instead of the usual simple details such as the standard date of hire, date of separation, and if they are available for rehire or not. You are feeling the pressure to make hasty decisions that you may regret in the very near future.

This isn’t to say that the internet and job boards should never be used, that is nowhere close to what should be done. It should be an integral part of any recruiting process, but it should be a smaller part of a much larger integrated and dynamic human talent marketing plan. There will always be pressure to fill jobs, and those emergencies where you do not have someone waiting in the wings. It would just be prudent not to rely so heavily on the internet and job boards. But there has to be a good balance between different methods of recruitment.

Build Relationships

In order to attract the best employees, you have to build relationships just the same as attracting residents. There is no difference. Great companies with great human talent management do not have to do a lot of advertising for job openings. They have candidates lining up at their door.

Why don’t we consider trying to find the right employee candidates as important as finding residents? Although it is true that the residents pay the bills, we have to consider the fact that if we have a terrible staff, or one that turns over every year, we will not continue attracting and keeping the residents we desire. It does not take long for word to get out that your residential property is not the place to live in to age well.

Marketing for Talent

How do you accomplish this? By putting in a lot of hard work! Through developing an awesome company culture, referrals, marketing the company to specialized industry programs, educational institutions, and most importantly, building relationships in and out of the industry. Developing these relationships will also allow you to be selective and choose talent only from the best these programs have to offer. There are many different methods in which communities can raise their visibility in the education community. These might range from employees speaking and/or lecturing, to using communities as practicum locations, to providing internship opportunities at the community level.

If recruiting the right people was as easy as posting a job listing on Monster, I could be an elite talent manager, but the reality is…it is not that way at all.

Great talent managers work as hard as any other marketing managers. They are out days and evenings in meetings with any group that will have them.

For example, here’s an idea: Start a CNA training program in your community. This would give you access to the top talent in the class and they would already be familiar with your community. If that’s a little too ambitious, there are CNA training programs in most areas. It is imperative to develop relationships with these and other nursing-related programs in the areas in which you operate. These will not only allow you to develop relationships with the programs and the students, it will also give your community/company exposure to these students and instructors. This will help in the development of a pipeline of viable candidates.

If you can start to market for talent, you will be able to see a change in the quality of prospects that you come across, and in no time, top candidates will start seeking out your company.

Watch for Part 2 of “Do You Market For Human Talent?”

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in Senior Living operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

 

More Wage Pressure Could Be On The Horizon!

More Wage Pressure Could Be On The Horizon!

Posted on by MDSadmin

In a proposed plan by the White House, more exempt employees will be eligible for overtime compensation.

More Wage Pressure Could Be On The Horizon!

Not long ago I wrote a piece on the impact of increasing wages through both higher minimum wages and entry level wages in Is Your Business Prepared for the $15-An-Hour Entry Level Worker? Now, you should not only consider the impact of rising wages for hourly workers, but also potential wage impacts related to exempt employees. The proposed plan by the White House would raise the threshold of wages in which exempt works are eligible for overtime compensation.

The Proposal

A recent White House Proposal will increase the number of exempt employees eligible for and entitled to compensation for overtime work beginning in 2016. The new regulation increases the minimum pay for overtime-eligible exempt employees from $455 a week to $970 a week, or $23,660 to $50,440 on a yearly basis.

Currently, hourly and salaried employees making under $455 a week or $23,660 a year are generally eligible for overtime compensation for hours worked in excess of 40 per week. If this proposal goes into effect, it will increase the eligibility for salaried employees making up to $50,440 a year to be eligible for overtime compensation. This will more than likely have an effect on most department managers and some administrative personnel currently employed at senior living communities who have previously been ineligible for overtime due to their exempt status.

Changes To Be Considered

If the proposal is approved, this will create a need to start doing a few things differently for the exempt employees making under $50,440 per year. The first thing would be to start tracking these newly eligible employees’ time closely, even if they work off-site or from home. If the employee consistently works overtime, the changes that can be considered will include: whether to institute a no more overtime policy, increase the employees pay to $50,500, or convert them to an hourly rate and adjust for overtime normally worked.

Policies for communicating with these employees during off hours by phone, text, or email will also need to be evaluated. It would also be prudent to consider the impact of employees who might cover for others due to no-calls, no-shows, or other absences. If the coverage situation happens at the end of the scheduled work week, then this employee would more than likely have already worked enough hours to be eligible to an overtime situation.

Definitive Action is Needed

It may be tempting for management and employees alike to take a laid-back view on this emerging situation. If you don’t get anything else from this article, the one piece of information you should remember is this: I can assure you that you will be better off planning ahead for the proposed rule change. Don’t be tempted to procrastinate, and don’t simply make a handshake agreement with an employee and think that nothing needs to be changed because everything will work out in the long run. Unfortunately, it doesn’t always work out, and the cost can add up.  The cost of the overtime work, penalties, time other employees will spend on this, and possible litigation will cost you more than it would have to initially just do be prepared from the start. Not to mention the hassle of having the Labor Department in your business for goodness knows how long.

Be Proactive

Let MDS help you evaluate the possible impact of wage increases in your community. I can work with you and your team to calculate your financial expose based on potential changes in over-time regulations for exempt employees. A proactive approach will allow us to develop alternative pay plans and work schedules to minimize the financial and service impact on your organization.

While we don’t know where minimum and entry level wages will eventually land, I will also help your team run “what-if” scenarios based on several factors to estimate the impact of multiple levels of increase. Putting this all together will help guide management’s approach to evaluating and setting monthly service fees, and service packages designed with minimal impact to the organization, its residents, and staff members.

Don’t procrastinate on these important wage-related issues. There is still plenty of time to design a well-rounded solution that has minimal impact to your organization.

 

As an update to the entry level worker pay story, the New York Wage Commission has endorsed the planned hike in fast food workers to $15 per hour.

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

Is Your Business Prepared for the $15-An-Hour Entry Level Worker?

Is Your Business Prepared for the $15-An-Hour Entry Level Worker?

Posted on by MDSadmin

 

 

Is Your Business Prepared for the $15-An-Hour Entry Level Worker?Is your company or community ready for the financial impact of rising entry level worker pay? While $15 an hour is the new “rally cry” for the minimum wage, whether it will happen nationwide can be debated. But it still begs the question, “Can your current financial structure handle entry level wages increasing to $14, $12, even $10 per hour?” Reality is there are a lot of communities that struggle even with current entry level wages somewhere between $8 to $10 an hour. A recent Wall Street Journal article indicated U.S. wages were on pace to increase at rates not seen since 2008. So while we don’t know where entry level wages will land ultimately, it is certain that wages will continue to increase, and more than likely increase at a faster pace than over the last few years.

Minimum Wage verses Entry Level Wage

An important point to note is that while minimum wage and entry level wage are used interchangeably, they can be very different. Minimum wage is mandated by a governing body of some type, such as federal, state, county, or even cities in the case of Los Angeles as mentioned in an article referenced below. Entry level wages are what companies decide is a competitive wage for new employees in entry level jobs such as dining services, housekeeping, and direct care. Most Senior Living communities pay over and above prevailing mandated minimum wage levels by an average of $.75 to $1.50 per hour.

Wage Pressures

The increase in entry level wages is due to many factors. First our economy has improved and unemployment is significantly down over the last few years. Secondly, retail giant Wal-Mart and fast food giant McDonald’s have both made commitments to raise their minimum starting salary over the next few years. In fact, the Mayor of Los Angeles, CA just signed a bill setting the minimum wage in that city to $15 an hour by 2020, making it the largest city in the country to mandate a $15-an-hour wage.  Thirdly, adding to the already mounting wage pressure are predictions of a looming labor shortage in some geographic areas and industries.

On the other side of the coin we can argue that with the talk of a labor shortages, immigration reform could be on the horizon to add more labor to the pool. There is also the view that if McDonald’s entry level wages rose to $15, automation would step in and replace a large portion of their entry-level workers. Even if you take the actual dollar amount off the table for just a minute, and let’s say that you were still able to attract workers in the $8 to $10 an hour range, are you and your residents willing to settle for the leftovers? Those who couldn’t make it anywhere else? Because while wages generally don’t make it in the top 5 to 10 reasons why employees leave employers, when talking about a differential of $.10-$.50 an hour, if the difference was $2, $4, or $6 an hour, a 20% to 60% increase over current pay, this would be a game changer.  Regardless of your point of view on the actual dollar amount, the uncertainty should be enough to take action to off-set wage related financial pressures, even if they are not as extreme as mentioned.

Impact To An Average Community

Jim Moore, founder and president of Moore Diversified Services, published an article in January 2015, which highlighted what a modest increase of a $1.50 per hour might mean to an average 110 unit assisted-living community. This included the payroll increase of over 10%, total expense increase of 4.5%, approximately a 12% decrease in net operating profit margins, and $2 million of decreased community value at a conservative capitalization rate of 8%. You can only imagine the impact to your bottom line if the increase was in the $4 to $6 an hour range instead of the $1.50 per hour used in the example.

Do You Have a Strategy?

The next question is, do you have a financial strategy to combat rising wages without compromising your Income Statement, significantly reducing cash flow, or greatly reducing the future value of your community? If not, now is the time to begin formulating one. In the past wages have generally risen at modest rates and changes in revenue structures could be made to accommodate or off-set the increases without much impact on residents. Unfortunately, with all these dynamics converging to create tremendous pressure on entry level wage, you may not have the luxury of time this go around.

It’s important to start the process and begin to manage change immediately. Three initiatives to help accomplish this would be to 1) reduce overall operating expenses, 2) fine-tune existing revenues, and 3) realize organic growth through increased revenue and expanded services.

How MDS Can Help You   

Entry level wages will likely increase in the near future, although how much can be debated. We at MDS believe this can be a Win-Win for communities and their workers. This will make strides in the effort to pay everyone a living wage, and with proper planning it doesn’t have to devastate your income statement. This will have a significant increase on the labor intensive Senior Housing industry; especially assisted living and memory care with heavy entry level labor concentration. There are practical strategies that can be implemented to enhance revenues, reduce overall operating expenses, and create favorable organic growth in individual communities or portfolios for multiple communities.

Now is the time to take a hard look at each and every line item of expense. Good economic times can cover excessive expenses very easily. It’s always a good practice to stay on top of changes that can be made to reduce expenses, while not compromising resident care and service to help off-set any future wage increases. A full-scale operations review and benchmarking would be recommended.

Performing competitive pricing analyses, evaluating ancillary and tier charges will insure that you aren’t leaving any revenue on the table. Make sure that units are priced according to the true value they provide residents.

Finally, don’t let 93% stand in the way of 100% occupancy.  Seems that there is a mental block when communities reach 93% occupancy.  Then it’s time to reduce the marketing budget or just operate under the 93% cloud. On the contrary, it’s time to push harder. The financial rewards for those next few units is what sets great performing communities apart from the good ones.

Don’t wait till it’s too late and put your communities’ financial health in jeopardy. Let’s get started planning for the future of higher wages for entry level workers today!

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

Upcoming Webinar - Part 2 of 2: 10 Critical Steps to Increase Employee Retention - Steps 6-10

Upcoming Webinar – Part 2 of 2: 10 Critical Steps to Increase Employee Retention – Steps 6-10

Posted on by MDSadmin

 

Plug in with copyright

 

 

Moore Diversified Services presents Plug-In and Prosper Webinars:

Part 2 of 2: 10 Critical Steps to Increase Employee Retention
Thursday, April 30
1:00-1:30 p.m. (CDT)

 

 

 

 

At Moore Diversified Services your success is our goal. We are committed to equipping our clients with tools and strategies to make their businesses successful. MDS would like to offer a special, COMPLIMENTARY webinar on Employee Retention.

Join Roy Barker, Director – Special Projects at MDS, for Part 2 of 2 – “10 Critical Steps to Increase Employee Retention”, steps 6-10, as he provides various ways to increase employee retention.   Topics will include:

  • Create opportunities for advancement
  • Challenge employees
  • Praise employees
  • Develop an awesome company culture
  • Really get to know your employees

Space is limited. Don’t miss out on this special opportunity to learn from a company with over 40 years of experience.

Register Today!

If you missed Part 1, for your convenience it is located below. To view all past webinars please visit MDSseniorliving

Can your office survive without you? If it can’t you are doing it all wrong!

Can your office survive without you? If it can’t you are doing it all wrong!

Posted on by MDSadmin

The sign of a true leader is one who is constantly creating new leaders.  These type of leaders inspire, motivate, educate, support and mentor others into positions of leadership.  They cultivate the skills of others and strengthen their weaknesses.

In Boy Scouts, one of the main premises of the Eagle Scout project, and something you will be grilled on in you Eagle Board of Review, is the question: could your project have happened without you? In order to have a truly successful project, it must be so well planned out AND you must have designated, informed, trained other participants that a) you as the project leader do not actually work on project day and b) if you cannot show up for any reason, the project proceeds as planned.

This so goes against our nature of needing to be needed.  We tend to feel if our business or department can survive without us, we have no value.  We MUST adjust this way of thinking! If business as usual can proceed without you, then to your credit you have hired some very capable employees and you have trained them so well they know how to do their job. This then frees you up to focus on the big picture, more time for strategic planning and business growth.

Do you think you must be involved in every little aspect of your department? Do you require frequent updates and details on every project? Now we get into micromanaging, stay tuned…

 

Kim Jimenez has been a regular contributor to the MDS website and MDS blog for the past 15 years.  Kim holds a supervisory position in a Fortune 100 company and has extensive experience with a multitude of employee, training and leadership issues.  She is currently obtaining her degree in Human Resource Management at Southern New Hampshire University.

Strategic Planning Webinar

Posted on by MDSadmin

Moore Diversified Services presents Plug-In and Prosper Webinars:

A STRATEGIC PLANNING SERIES
Part 1 – Where Do I Start?
Thursday, Nov. 6
1:00-1:30 p.m. (CST)

 

At Moore Diversified Services your success is our goal. We are committed to equipping our clients with tools and strategies to make their businesses successful. As we close out fiscal 2014 and approach 2015, MDS would like to offer a special, COMPLIMENTARY webinar series on Strategic Planning.     Plug in with copyright

Join Roy Barker, Director – Special Projects at MDS, for “Part 1 – Strategic Planning: Where Do I Start?” as he answers this question and provides insights into strategy planning.   Topics will include:

  • Selecting a team
  • Employee Buy-In
  • SWOT Analysis
  • Data Driven Indicators
    • Operations
    • Marketing
    • Employee Turn-Over

Space is limited. Don’t miss out on this special opportunity to learn from a company with over 40 years of experience.  Click here to view webinar flyer

REGISTER TODAY!