Your 6 Top Personnel Management Questions Answered
Your 6 Top Personnel Management Questions Answered

Your 6 Top Personnel Management Questions Answered

Studies show that 66 percent of all lost customers can be traced to an interaction a customer had with an indifferent employee. Is your organization doing enough to keep employees satisfied and engaged?

In a recent webinar, noted HR expert and consultant Leigh Branham answered six common questions about how best to motivate and manage a complex workforce.

Question: Are Millennials looking for different types of feedback than Baby Boomers?

Answer: The Millennials are looking at the kind of day-to-day feedback they have been getting from their parents. Boomer parents have coached their kids much more intensively than their parents coached them. And so a lot of Millennials come into the workplace expecting the frequency of contact and coaching that they got from their parents. … But a lot of Boomer managers are not managing their employees the way they have coached their sons and daughters. That’s a paradigm that’s shifting, because employers are recognizing that Millennials need more frequent feedback.

Q: How is new-hire retention rate typically measured?

A: Every company needs to do it a little differently. If you’re a small company and you don’t have a lot of turnover, you would maybe measure it in a two-year period, whereas a company that has a lot of turnover and hires a lot of people, typically it’s one year. It’s also important to look at why you lost them: was it avoidable? And if you’re not doing exit interviews in such a way that people are telling you the truth, you’re not going to know that. That’s why a lot of companies are using a third party to do exit interviews, so they get the real truth from people.

Q: How would you suggest coaching my managers offer feedback specific to an employee's style (e.g., Millennials vs. Boomers) instead of a one-size-fits-all approach?

A: What it really comes down to is not what generation they’re in, but that each individual is a little bit different. I have two Millennial sons, and they’re very different from each other. What we need to do is understand that each employee needs to be coached a little differently. Some of the best basketball coaches understand that some people can be challenged and you can raise your voice with them, and others, if you do that, you’ll really turn them off. So we need to get to know our employees well enough to know what kind of feedback works best and how to deliver it. Specific feedback is best; feedback that happens as soon as possible after something happens. It should be very specific, talking about the behavior and not the person, talking about the impact of the behavior on the customer. There are very specific rules on how to give feedback that a lot of managers aren’t aware of. That’s where HR people need to be doing more training.

Q: As an HR administrator, how can we get a passive upper management to understand that engagement and training are important?

A: You need to present the business case, and there’s a lot of data to show what the business case is. One company, Cardinal Health, did its own study that showed that for a 10 percent increase in employee engagement, they could see a 1 percent increase in profits. … There is research out there on that. Senior leaders have to understand this is a business decision they’re making when they invest in employee engagement. It’s not soft; it’s very hard.

Q: What do you think about the use of pre-hiring psychological testing?

A: I am for it, as long as it’s validated. You need to take your high performers over the last several years and give that (testing) instrument to them. And if it can be shown that there’s a correlation between that instrument and high performance, then go forward and use that instrument.

Q: If our company doesn’t give out bonuses, what’s the best way to financially compensate workers? Or should we rethink the anti-bonus mentality?

A: My feeling is, bonuses are a great way of sharing in the success of the company, adding a degree of ownership. There are also bonuses given out based on team results. Perhaps the senior leaders should consider the advantage of having bonuses based on team results, not individuals. That may be part of the reason they are resisting. I’m a big believer in bonuses, a big believer in ESOPs (employee stock ownership plans), because they encourage a sense of ownership, which equates directly to engagement.


You can hear more from Leigh Branham in his webinar, The 7 Hidden Reasons Employees Leave, to get tips and insights to improve your organization’s culture and employee retention rate.

Paycor’s HR and payroll technology also can help you manage your team’s talent. With solutions ranging from affordable, online resources such as HR Support Center to a full-blown HRIS, we have the tools you need to keep up with changing trends. Learn more about what we can do for your business.

More to Discover

3 Reasons to Invest in a Learning Culture: Recruit, Retain, Engage

3 Reasons to Invest in a Learning Culture: Recruit, Retain, Engage

Learning is a win/win for employers and employees. Learning-driven organizations tend to be more efficient, create more customer value and market leadership, and report higher customer satisfaction. Employees of all ages, especially Millennials, see re-skilling and upskilling as critically important, and often it’s the deciding factor in their decisions to take a new job or stay at their current company.In Paycor’s Guide, “3 Reasons to Invest in a Learning Culture,” you’ll learn how to invest in and build a learning culture. You’ll also learn the “why behind the what,” and see firsthand how your company’s learning impacts your ability to recruit, retain and engage talented people.Download Paycor’s Guide for actionable tips and insights...

Case Study: Shelba Johnson Trucking

Case Study: Shelba Johnson Trucking

After experiencing numerous implementation challenges and unreliable customer support Shelba Johnson Trucking had enough and began searching for a reliable HR and payroll provider. Read the case study below to learn how Paycor’s HCM platform helped eliminate manual processes and offer supervisors more visibility into hours worked and time off requests.

Webinar: Industry Spotlight: Higher Education - People Management and Labor Metrics that every CFO and President should know - 1/22/19 @2pm ET

Webinar: Industry Spotlight: Higher Education - People Management and Labor Metrics that every CFO and President should know - 1/22/19 @2pm ET

Paycor reviewed proprietary data from nearly 4,000 customers to identify key metrics that uncover opportunities to lower your labor costs and increase the productivity of your people. This session will: • highlight key areas of your business operations (recruiting, labor costs, and turnover) and detail true operational costs. • Identify key metrics that can be tracked and benchmarked for improved performance. • provide a cumulative and holistic look at the financial impact to your organization. Dean Bishop, Paycor’s ABACC Relationship Manager, will analyze the critical labor and people management metrics that matter to you and your executive peers. Plus, he’ll provide some tips to start benchmarking and implementing these metrics.Paycor,...

Webinar: Are you Leveraging HR to its Full Potential? - Customers Only

Webinar: Are you Leveraging HR to its Full Potential? - Customers Only

This session will focus on the common points of pain for both the administrator and employee and demonstrate how Paycor HR helps to overcome those challenges. We will take a deep dive into the workflows, notifications, mobile, Reporting & Analytics and more. Speakers: Kelly Silverman + Kyle Baker