Engaging Supervisors in Employee Engagement: How to Get Buy-In and Reduce Turnover

Engaging Supervisors Webinar Recording

With talk in D.C. about raising Social Security retirement's age from 65 to anywhere between 67 and 70, it's likely that older employees will stay in the workforce longer. This age group's delayed retirement, combined with new college graduates entering the workforce daily, opens the door for different opinions, choices, and thought processes based on age alone.

With such a diverse group, it's no surprise that 72 percent of HR executives find managing a multigenerational workforce is incredibly challenging. And it also should come as no surprise that a one-size-fits-all on-boarding program may not be the best approach to retain your best talent.

So as an HR manager, you're convinced that a formal and well-developed new employee on-boarding program not only impacts the new hire but also the organization as a whole -– from productivity to retention to overall employee satisfaction. But how do you convince your boss?

Managers aren't buying in to the fact the turnover is something they should be worried about -- or even how costly it can be. Managers also tend to overlook the importance of a positive work atmosphere, especially for Millenials. Effectively on-boarding your employees early on, especially in the first 90 days, can bolster their engagement and provide them with a more rewarding work environment. The cost of making your employees happy is minimal and will save your organization thousands of dollars in the long run.

By participating in this interactive 90-minute webinar, you'll learn the best on-boarding practices, as well as the best approach for convincing your front-line supervisors of the importance of talent retention.

You'll learn:

• How to calculate and explain to supervisors the true cost of employee turnover
• How to communicate the core elements of your employee engagement program so supervisors see how they are involved
• Legal risks involved when supervisors apply engagement tactics to some employees but not to others, particularly those in protected classes
• How supervisors can assess the effectiveness of their engagement activities -- BEFORE the new employee walks
• How to make the new hire's first 90 days the foundation for a successful employer/employee relationship that lasts for years
• Proven “engagement boosters” that break new hires out of their shells and get them excited about your organization, its goals, and its processes for achieving them
• Why new hires leave, and how supervisors can spot the warning signs that a newly trained employee is getting ready to jump
• How to make supervisors understand that turnover isn't just a problem for the HR department, but an organizational challenge that they have to be involved in solving
• How HR can tailor an onboarding approach to meet the needs of employees from multiple generations -- Millennials, Baby Boomers, and everyone in-between

In just 90 minutes, you'll learn how to keep new hires in multiple generations around for the long haul with an effective on-boarding program. Register now for this informative event risk free.

This webinar was recorded on Thursday, January 19, 2012

Engaging Supervisors in Employee Engagement: How to Get Buy-In and Reduce Turnover

About Your Speaker

Hal Adler is the founder of Leadership Landing, a consultancy dedicated to helping leaders attain higher performance and profit through customized individual and team development. Prior to founding Leadership Landing, Mr. Adler was president of Great Place to Work Institute, the global research and consulting firm best-known for creating the gold standard in workplace recognition: the annual Fortune “100 Best Companies to Work For” list.

Prior to joining the Institute, Mr. Adler was the founder of the Training Arts Institute, and his professional career also includes leadership positions with the Center for Talent Retention, a management training and development firm, and Manpower, a global HR consulting and staffing business.

Mr. Adler’s range of practical, hands-on leadership experiences spans from managing multi-national, publicly held companies, to being the first hire in boutique consulting firms. He has years of experience working with leadership across such industries as healthcare, airline, finance, manufacturing, insurance, retail, hospitality and gaming, technology, and construction.