U.S. Commerce Association Awards Client Growth Consultants Best of 2011 Award

Press Release FOR IMMEDIATE RELEASE

Client Growth Consultants, Inc. Receives 2011 Best of Grinnell Award 

U.S. Commerce Association’s Award Plaque Honors the Achievement

NEW YORK, NY, September 10, 2011 -- Client Growth Consultants, Inc. has been selected for the 2011 Best of Grinnell Award in the Business Management Consultants Employee Retention category by the U.S. Commerce Association (USCA).

The USCA "Best of Local Business" Award Program recognizes outstanding local businesses throughout the country. Each year, the USCA identifies companies that they believe have achieved exceptional marketing success in their local community and business category. These are local companies that enhance the positive image of small business through service to their customers and community.

This is the first year that a business has qualified as a Four-Time Award Winner. Various sources of information were gathered and analyzed to choose the winners in each category. The 2011 USCA Award Program focuses on quality, not quantity. Winners are determined based on the information gathered both internally by the USCA and data provided by third parties.

About U.S. Commerce Association (USCA)

U.S. Commerce Association (USCA) is a New York City based organization funded by local businesses operating in towns, large and small, across America. The purpose of USCA is to promote local business through public relations, marketing and advertising.

The USCA was established to recognize the best of local businesses in their community. Our organization works exclusively with local business owners, trade groups, professional associations, chambers of commerce and other business advertising and marketing groups. Our mission is to be an advocate for small and medium size businesses and business entrepreneurs across America.

SOURCE: U.S. Commerce Association

CONTACT:
U.S. Commerce Association
Email: PublicRelations@uscaaward.com
URL: http://www.uscaaward.com

Develop a Stronger and More Cohesive Team

I’m often asked, “How can I develop a stronger and more cohesive team?”  The answer is not as simple as waving a magic wand but here is one imperative suggestion to building your team that I’d like to offer here.

“Everyone on the team should be continually training their replacement!”  Yes that’s right, train the people around you just like they were going to replace you.  And I direct this to ALL levels within your organization, from the mail room to the board room.

A few thoughts to ponder;

1.       You know your “job” and you are very good in the performance of your responsibilities!

2.      In the event of your absence, whether planned or unplanned, who will or is totally qualified to act on your behalf without any disruption in the process of your everyday tasks?

3.      How would you feel if your boss said, “I’d like to promote you to the next level in our company, but we don’t have anybody to take your place, so no promotion at this time?”

4.      Are you carrying a heavy load while people around you seem to have more leisure time at work?

Here is my logic with this concept;

To begin with, there is absolutely no room for paranoia in the work place.  I’ve heard people say half heartedly, “soon he will know as much or more than me then he’ll want my job.”  This is stinking thinking folks and needs to be out of the workplace.  All employees want the opportunity to grow. 

The best way to grow an employee and improve his/her confidence level,  is to continually offer them education and a feeling of being wanted, needed and respected.  Making a person stronger by giving them additional knowledge or tools will help your team.  Employees will become contributors and not just a warm body going through the motions.

TIP:  My message today is a challenge to give this concept a try.  Pick one employee and start giving him/her slightly more responsibility.  Do this immediately after you take the time to explain to them your goal and plan and that you’d like them to learn more and add more value to the team.  And don’t forget to tell them that you expect them to “train the people around themselves just like they are going to replace you.” 

A few years ago, I had the President of a company have his Marketing Department make several banners for the office and plant area that said, “EVERYONE ON OUR TEAM SHOULD BE CONTINUALLY TRAINING THEIR REPLACEMENT!”  And in small print it said, “See your supervisor for details”.  The results were multiple company meetings explaining this concept and low and behold, production went up, employee retention improved, and people even looked happy to be there.  What have you got to lose? Give it a try and I’d certainly be interested in your results.

Regards,

George F. Mancuso, CPC

Employee Retention Specialist

President

Client Growth Consultants

Retention Continues to be a Management Issue

Retention continues to be a management and not a human resource issue!  Below is a true story that was related to me by one of my clients in Overland Park, KS.  This is shared with you with their permission.

My “client” has a high end greenhouse operation.  They hired a young lady “employee” on a part time at minimum wage.  The employee had lost her job, was a single mom, homeowner and been in the community for several years.  She took the job out of desperation, to feed her family.

The client loved her work ethics, on time always there reporting, and first to offer to help.  The employee was on a hunt for a full time job and met with the client owners, explaining her dilemma.  The employee explained that she really loved working there.  She enjoyed the co-workers, good working environment and was very comfortable but just couldn’t make ends meet.

So the client said, let us think about it and we’ll give you an answer tomorrow.  Tomorrow came and they offered her full time work, and a whopping .25 per hour raise.  TWO WHOLE DOLLARS PER DAY!

3 days later the employee gave a two week notice as she had interviewed and was offered an administrative position for $3.50 more per hour.  The client responded by saying they would match it if she would stay, but the die had been cast and she turned them down.  One well trained good worked gone and it didn’t have to be.

In discussing this with the client they revealed to me that they pay a temp agency almost $13.00 per hour for untrained help for a day or two of “warm body” work.  I asked if they didn’t see the error in their judgment.  Their turnover rate is very high, they don’t keep but a very few employees as core employees.  The cost of training and retraining far outweighs the value of paying people a fair wage for a fair days work.

I asked, “…if you were willing to match the offer, why didn’t you just make it in the first place?”  Answer, “…because we thought she’d stay and we’d save the money.”

This scenario plays itself out all over the United States in the workforce.  From a financial standpoint this position is truly illogical.  From a moral standpoint, it’s deplorable.  And from a morale and retention standpoint, it’s the kiss of death.  Retention continues to be a management issue.

Regards,

George F. Mancuso, CPC

Employee Retention Specialists and President

Client Growth Consultants, Inc.

Grinnell, Iowa

Related articles

• Why average retention rates can lead to 50% error in CLV (custora.com)
• Customer churn and Retention (customerthink.com)

Recruiting and Retaining the Best People

In my Employee Retention consultancy, I am constantly asked about employee retention and recruiting the “best” people.  Thus, the subject for this week’s forum.  I certainly hope you enjoy this, find it interesting & educational and share with your management staff. GFM

 

Because so few corporate leaders are fully cognizant of their predicament, executives who DO prepare for the new operating environment will lead their organizations to a bright future; those who ignore the threat, risk dangerous vulnerability.  With these thoughts in mind, I have six suggestions for owners and managers with regards to employee RETENTION and RECRUITING.

Suggestion # One:  IF YOU PAY PEANUTS, YOU GET SQUIRRELS!  The old expression that “you get what you pay for” is never truer when it comes to employees.  To get above average talent, service and productivity, you must consider pay grades that are above the average for competitors in your marketplace.  It is ludicrous to think you can get a world-class staff by paying below average wages.

Suggestion # Two:  PEOPLE JOIN A COMPANY BUT THEY LEAVE A BOSS!  When I ask members of a management team why they have heavy turnover, the answers are usually the same: no recognition, no promotional opportunities, no training, work not appreciated, lousy benefits, too much stress, overwork and of course the most popular, a better opportunity for more money.  What amazes me is all of these excuses are fixable by management, but they go a non-response mode with a complacent, “oh well.”

But in reality the number one reason IS LOUSY MANAGEMENT OR SUPERVISION!  If the basic supervisor-employee relationship is not good, employees leave with dispatch.  Also a problem that is fixable.

Suggestion # Three:  LOUSY COMPANIES CONDONE LOUSY MANGERS AND GREAT COMPANIES FIX LOUSY MANAGERS!  Executives and owners often confide in me, “George, it isn’t easy”.  Just because so and so is a lousy manager, he/she means no harm.  OR He/she has been with me for so many years and is a good person.  OR my all time favorite, he/she is my wife’s brother.

Loyalty is one thing but if you have a supervisor or manager that continually drives away good talented people, you have ONLY two choices:  Fix him/her by getting them into a training and/or self development program or GET THAT PERSON OUT OF MANAGEMENT!

Suggestion # Four:  SOME PEOPLE JUST SHOULD NOT BE WORKING FOR THIS COMPANY!  Have you ever thought of someone in your organization that you would gladly fill out an employment application for them for ANOTHER company and then offer to drive them to the interview?  Whenever I am asked, “what is the fastest way to turn around low morale” my first and immediate response is to get rid of the “turkeys” in the organization.  Your company should be staffed with EAGLES not turkeys.

Suggestion # Five:  RETENTION IS A LEADERSHIP PROBLEM, NOT A HUMAN RESOURCE PROBLEM!  Leadership, whether strong or weak, ultimately determines the overall retention rate of your company.  Retaining GREAT employees is far too important to completely delegate to mid-level managers or human resource managers.  Retention must be front and center within every strategic initiative, expansion plan or turnaround situation that you face.  Remember, leaders are not necessarily good managers and managers are not necessarily good leaders.  It doesn’t have to be that way, but most times it is.

Suggestion # Six:  HIRE A GREAT OUTSIDE GROWTH CONSULTANT TO HELP YOU!  If you do not have internal staff with a learning curriculum, spend the money and hire an outside consultant to help you design a plan, train all trainable employees and get over your high employee turn over.  It will be the best money you ever spent.  Third party influence many times works much better than hearing from a peer or upper management person.  Employees WANT to learn, WANT to grow and will reward you when given the opportunity to do.

Remember, IT IS VERY DIFFICULT TO SOAR WITH THE EAGLES WHEN YOU ARE SURROUNDED BY SO MANY TURKEYS!

Regards,

George F. Mancuso, CPC
President and Employee Retention Specialists

Client Growth Consultants, Inc.
Grinnell, IA

Talent Asset vs. Tenure Asset – A Lesson in Employee Retention

 Talent Asset vs. Tenure Asset – A Lesson in Employee Retention

“…the only thing worse than an employee who quits is an employee who quits and stays!”

Talent and Tenure are not necessarily two assets that go hand in glove.  Tenure many times is associated with loyalty and Talent many times is associated with achievement, maybe even over achievement.

Which would you rather have in your organization?  A long time employee who is an under achiever or a less tenured employee who always goes the extra mile to exceed goals and expectations?  Under achievers wear different looks, and they include complacency, lack of performance, pot stirrer, a thorn to everybody around him/her.

When it comes to retention, please allow me to make this bold statement that I hope you will digest as it pertains to yourself and/or your organization;

“IF YOUR ORGANIZATION MISINTERPRETS OR COMPLICATES TALENT ASSETS AND TENURE ASSETS AS ONE, YOU ARE PROBABLY ON A TROUBLED PATH IF YOU HAVEN’T ALREADY TRAVELED IT.”

Valuing achievement, dedication and contribution over just valuing tenure is the message I’m trying to instill in you today.  And please understand that I’m not against Tenure Asset employees as long as their contributory factors remain as high as those of Talent Asset employees.

“TENURE AS A BUSINESS PRACTICE IS A FLAWED BUSINESS PHILOSOPHY!”

    a.)   Tenure Can Overpower Talent:  As an example, when a company promotes based on tenure instead of merit/performance/achievement etc., the company loses its ability to influence the intrinsic talent within.  Morale is affected, performance is affected and certainly turnover is affected.

    b.)   Tenure Impedes Change and Destroys Innovation:  The concept that “we’ve always done it this way takes over”. Complacency breeds complacency.  Doing it the same old way just because we are comfortable in doing it the same old way is part and parcel the crux of this Flawed Business Philosophy!

    c.)    Tenure Breed Destruction and Complacency:  When I view an employee who has been on the payroll for a very long time and mostly in the same role or capacity, I find that underneath the exterior is an employee who does mediocre work.  Even though their exterior “look” is that of an innovator, change maker, goal achiever, the underlying fact remains that most are just marking time.

So let’s cut to the chase…an employer needs to maintain a defined path or even prejudice towards performance.  Reward talent, initiative, innovation, loyalty, attitude, creatively, work ethic, contribution and leadership ability.  DO NOT reward Mediocrity, Complacency, Lip Service, Lack of Drive or Determination.

As an Employee Retention Specialist, I can help your company get onto the right track.  Employee Retention is all about people and people is what I do best!  Tenure Assets can be rejuvenated and Talent Assets can be directed to achieve even great levels of expectations.

So if you don’t plan to act upon this newsletters message, then kindly ask yourself, what is the real cost to my bottom line?

Regards,

George F. Mancuso, CPC

Employee Retention Specialist