Welcome
When employees are successful your company is successful
Effectively demonstrating to your employees that their success is your top priority.
What We Do
Retention, Engagement, and Empowerment Assessment
Workforce Development Needs a Good Strategy with Great Execution
Retention, Engagement, and Empowerment Assessment
A long-term healthcare facility was losing STNA's/CNA's faster than they could hire. The leadership team believed they had strong leadership in place. They believed high turnover must be for reasons other than poor leadership. Seeking answers this organization contracted with us to perform our Retention Audit. This helped us find out the
A long-term healthcare facility was losing STNA's/CNA's faster than they could hire. The leadership team believed they had strong leadership in place. They believed high turnover must be for reasons other than poor leadership. Seeking answers this organization contracted with us to perform our Retention Audit. This helped us find out the real reason(s) for the turnover. We found that leadership was the reason for the turnover. In addition, we found that more than 60% of those assessed were willing to stay if leadership would make some significant changes. More than 50% of the staff was disengaged or actively disengaged. Making some inexpensive changes would make all the difference in reducing their employee turnover. We give you the data you need to make the right decisions and develop the best workforce development strategies.
Red, Yellow, & Green Light Leadership
Workforce Development Needs a Good Strategy with Great Execution
Retention, Engagement, and Empowerment Assessment
United States businesses spend more than $160 billion dollars per year to produce better leaders. How do you measure the success of your Leadership Program? Is it subjective? Is it measurable?
Does Your Leadership Development Program Produce Great Results? Leadership must be Measurable and Visual.
1. Red Light Leader is : a person new t
United States businesses spend more than $160 billion dollars per year to produce better leaders. How do you measure the success of your Leadership Program? Is it subjective? Is it measurable?
Does Your Leadership Development Program Produce Great Results? Leadership must be Measurable and Visual.
1. Red Light Leader is : a person new to leadership or one who needs a lot of work to become a better leader. In plain words, this is a poor leader or one who has a position of leadership without the ability to demonstrate the leadership skills needed for the position.
2. Yellow Light Leader is a person who asks the right questions but not enough questions. They will provide the necessary tools but not offer the proper amount of training. In addition, they will provide goals to the team and be the one who drives the team.
3. Green Light Leader is a person who will teach and train those who are led by him/her to work together and brainstorm to find their own solutions. They include the team in the problem solving process and include the team in the development of the vision, mission, and core values of the organization. They will develop and equip others on the team to be able to drive the process. Green Light Leaders will develop other leaders.
Workforce Development Needs a Good Strategy with Great Execution
Workforce Development Needs a Good Strategy with Great Execution
Workforce Development Needs a Good Strategy with Great Execution
Companies must be connectors of people not directors of programs or names on a hierarchical chart . Some of the best ideas come from entry-level workers and their coworkers. They are the ones who can make or break quality, productivity, efficiency, and strategies. Too often those very people that companies are trying to change are handed
Companies must be connectors of people not directors of programs or names on a hierarchical chart . Some of the best ideas come from entry-level workers and their coworkers. They are the ones who can make or break quality, productivity, efficiency, and strategies. Too often those very people that companies are trying to change are handed directives rather than being connected to the decision-making that formulated those directives. Buy-in, engagement, and empowerment are keys to successful execution of workforce development strategies. When you have all three components in your strategy you will have the tools needed to reduce employee turnover. Those who are disconnected will remain disconnected unless the leadership team invites them to be a part of the solution and not just recipients of a directive. They want to know they are being heard and know what they have to say is important. Your workforce is looking to be:
- Asked
- Heard
- Included
People must know what they need to stop doing, start doing or do differently. Listening is an action word. They must see action take place or they will not buy-in to any strategy you might come up with. Start with our Retention Audit to collect all the real data you will need to attach and resolve your turnover problems.
About D.G. Phillip & Associates
How We Began
In 2005 a powder coating company couldn't understand why their employee turnover was at 98%. At first they thought these are people that just don't want to work. It's too hot in the summer and it is hard work were some of the hypotheses. They had no workforce development strategies. This was our first job helping a company reduce their turnover. What do you do when you have no experience, no education, and no idea what to do to solve a problem? You say yes we can help. At that time we had a faith-based non-profit organization. We did two things
- Worked on the line hanging parts with all the employees. We coached, mentored, and taught these young men that they can enjoy life if they find satisfaction in their work.
- Hold onto your hats....we knew the Bible so we did a Bible Study. I know you wouldn't let us do that. Don't worry we won't ask you to either. The owner said, I don't care what you do as long as you can get people to stay. Together we did.
We were able to cut their turnover in half in less than one -year. This was a great start on a learning and growing adventure that brought us a long way in 19 years. We are about listening to you and developing plans that will align with your culture and connect with your employees. Over this period of time we have developed many unique programs, and systems including our Retention Audit.
Our Approach
Our service includes a comprehensive consult to help identify gaps and opportunities, a comprehensive report that includes a project plan with timelines and milestones, a cost analysis, and a schedule. We also offer a suite of quality products including our Retention Audit that will help you get there quickly and smoothly. That’s how we ensure your success. These tools will reduce your employee turnover and serve as the launch pad for workforce development strategies.
Why Us?
Business mentors are key—that’s why when it comes to client selection, we’re choosy. We want to give each of you the time and guidance you deserve. Whether you’re seeking a strategic alliance with the right partner or a special skillset or tool we can help. Call us today. Together we’ll create workforce development strategies with the help of our Retention Audit. Together this will help you reduce your employee turnover. We didn’t get there alone. And neither will you.