| Principle |
Click on the Principle to learn more |
| 1 |
Free is good – but you have to look for it or know where it is |
| 2 |
Sincerity trumps everything else |
| 3 |
Your people know the good and bad employees. How you deal with both groups determines who will stay |
| 4 |
Your employees’ perception of your Culture and Values is reality |
| 5 |
In recruiting, you are either the lion or the gazelle |
| 6 |
Good people always have a job - what they want is an opportunity |
| 7 |
There are two types of people: those who focus on activity and those who achieve results |
| 8 |
Employment Law is the floor - above it is a blue sky of opportunities |
| 9 |
Five of the top six elements of employee satisfaction are ORGANIZATIONALLY driven |
| 10 |
You have to be special to attract special people |
| 11 |
Supervisory favoritism will undermine everything else you are trying to do |
| 12 |
Employee Development ignites the top two areas of employee engagement |
| 13 |
Invest in your supervisors first |
| 14 |
Knowing who your employees are, “where they came from” and their goals will drive engagement |
| 15 |
All 7 areas of HR must work together to attain the desired results |
| 16 |
As in all Return on Investment (ROI) decisions – HR should be evaluated on results not activity |
| 17 |
Recruiting is convincing someone to spend part of their life working with you |
| 18 |
The Chief HR Officer should have the same degree of impact as the CFO - but seldom does |
| 19 |
Good people bring you better people. Bad people bring you worse people |
| 20 |
There are few things more despicable then a supervisor taking credit for an employees' idea |
| 21 |
Companies have business, financial, marketing and sales strategies - they need a Human Capital Strategy |
| 22 |
Management and supervisors' actions speak louder than words |
| 23 |
HR always wants to invest money today for unknown benefits in the future |
| 24 |
People want to fit in – we can make it easier or more difficult |
| 25 |
You cannot have sustained engagement without sincerity and integrity |
| 26 |
Recruiting is best served proactively |
| 27 |
Value PathingTM will increase employee value, engagement and retention while reducing cost and time |
| 28 |
Pay differences between employees should reward/retain top performers and motivate all others |
| 29 |
The "3 for 4"TM system will increase productivity, engagement and retention while reducing cost |
| 30 |
It is not important which employee said something or why. The issue must be - is it true? |
| 31 |
As the rate of turnover increases - the total cost becomes exponential |
| 32 |
You can not recruit your way out of a turnover problem |
| 33 |
The cost of solving your turnover problem is less then the cost of recruiting |
| 34 |
Employees want you to care about them as much as you care about your customers |
| 35 |
Your organization has a Human Capital cancer - identify, then treat or eliminate |
| 36 |
Recruiters are more expensive then learning how to recruit |
| 37 |
The wider the gap between your stated and actual values - the greater your turnover |
| 38 |
Small/medium business recruiting is limited to who management knows - not the entire applicant pool |
| 39 |
Good employers can attract good employees away from bad employers |
| 40 |
You are not as good of an employer as you think you are |
| 41 |
When experienced people leave - it is hard to under estimate the cost |
| 42 |
People Management is individual decisions made from an agreed on philosophy, values and strategy |
| 43 |
Employee value drives employee engagement |
| 44 |
People are the cornerstone to economic development |
| 45 |
If a supervisor can not confront his own weaknesses - he should not be a supervisor |
| 46 |
When people and profits work together - magic happens! |
| 47 |
Use the common threads among your best people to drive your Human Capital strategy |
| 48 |
Organizations do not know how bad something is - until they start to make it better |
| 49 |
If hiring is paying someone $x/hour – they are a commodity and NO ONE wants to be a commodity |
| 50 |
Knowing the REAL reason why an employee leaves is priceless |
| 51 |
Demand for labor is higher then supply making a comprehensive recruiting strategy critical |
| 52 |
All employee meetings should include a time for employee questions |
| 53 |
An unchecked "competency drain" can create a death spiral in your human capital |
| 54 |
Systems should solve problems - not just create complications |
| 55 |
The "Next Big Thing" will not solve all your problems - it will bring its' own set of problems |
| 56 |
Sign on and employee referral bonuses are expensive - respect and appreciation are free |
| 57 |
Immature selfish people can not have empathy and compassion for others |
| 58 |
Your employer reputation precedes you, is hard to change and can be VERY expensive |
| 59 |
The need to throw a lot of resources/people at a problem can be alleviated by better planning |
| 60 |
Total rewards must be initially based and adjusted on employee value |
| 61 |
When an employee asks for a raise – use it as an opportunity to figure out how to increase their value |
| 62 |
HR software is like accounting - it records history - it can not chart or implement the future strategy |
| 63 |
HR is a schizophrenic function which explains the lack of results |
| 64 |
If your Recruiting Strategy leads with Employee Benefits - you are paying too much! |
| 65 |
Don't tell employees what they think - you will never be right |
| 66 |
There are ways to clone your best employees. |
| 67 |
How you respond to employees ideas, questions and feedback will determine your level of engagement. |
| 68 |
Employees are seldom terminated for lack of skill - rather for lack of character/values/maturity. |
| 69 |
Numbers never lie – people do. |
| 70 |
60% of your employees need to be shown how to be successful |
| 71 |
Giving credit to an employee for an idea - will lead to a harvest of new ideas |
| 72 |
Fewer people, less cost, higher productivity - it can happen! |
| 73 |
People want a strong, fair leader - they can respect. |
| 74 |
Labor goes where it is needed, wanted and treated well. |
| 75 |
What do you know about your employees - not just what other employees are saying about them |
| 76 |
Any deviation from your values at the top of the organization will be exponential when they get to the bottom |
| 77 |
Sometimes the issue is getting people to understand THEY CAN SUCCEED! |
| 78 |
Micromanaging kills engagement |
| 79 |
Managers who are resource hogs - never have a good ROI |
| 80 |
A high turnover of supervisors in a department will lead to high turnover in employees. |
| 81 |
Hiring is easy, retaining and engaging is hard |
| 82 |
4 out of 3 people struggle with math |
| 83 |
A big dose of WHAT and WHY, a good dose of WHERE and WHICH and just a smidgen of HOW |
| 84 |
Turnover is focused in the first six months and can be the easiest to solve |
| 85 |
Everyone wants to work with a good employee who is also fun. |
| 86 |
A city’s "good job" pay rate can be determined and used to recruit, engage and retain |
| 87 |
Exit interviews do not get to the truth 90% of the time |
| 88 |
50% of the time someone will get a "no-brainer" wrong |
| 89 |
Results of evaluations should never come as a surprise |
| 90 |
Your employer brand is as important as your marketing brand |
| 91 |
Management owes the organization and their co-workers to not ignore nonperforming employees |
| 92 |
As wages are increased by a $1/hour the character of the person applying increases exponentially |
| 93 |
Engagement and retention begin the first moment a potential candidate is aware of you as a potential employer |
| 94 |
Owners and executive management are responsible to provide employees with strategies, plans and systems |
| 95 |
See HR differently - demand more - expect more - receive more |
| 96 |
An overburdened system will fail. If you don't have a system - failure will be immediate |
| 97 |
Organizations must be able to OBJECTIVELY assess where they are and how to get to where they want to go |
| 98 |
Organizations have too many "Check the box HR activities" that do not create necessary results |
| 99 |
Structural motivation works every minute of every day |
