Tag Archives: employee retention

hr_director_lg_biz

2009 Large Business HR Director Of The Year Honoree

Anna HaugenName: Anna Haugen
Title: Manager of Human Capital
Company: Direct Alliance Corporation

Years with city: 6
Years in current position: 4
Year incorporated: 1993
Employees in AZ: 650
Employees in HR dept.: 9
www.directalliance.com

At Tempe-based Direct Alliance Corporation, talent acquisition and retention are more than just important — they are a top priority.

Manager of Human Capital Anna Haugen and her staff are responsible for attracting new employees to Direct Alliance, and helping to craft a corporate culture in which staff members want to work. Under her leadership, Haugen’s team has filled more than 400 sales positions while holding attrition levels to half the industry norm. Direct Alliance is a provider of outsourced sales and marketing solutions for Fortune 500 companies.

Haugen relies on a variety of tools to recruit new employees — advertising, employee referrals, early-career college talent pools, internal and external networking, the Internet, and onsite and off-site job fairs. She also employs job-candidate assessment tools that evaluate skills critical to various roles within the company, as well as workplace behavior and motivation. Nearly three-quarters of job applicants pass the screening process, but only 18 percent are hired. Average employee tenure is three years, a direct result of hard work by Haugen and her team.

Leadership development is important to employee retention and it’s Haugen’s philosophy that this function should not stand alone. She integrates it into such talent-management practices as recruitment, selection, promotion and compensation. Working in concert with other departments, Haugen provides a variety of training and leadership-development programs that utilize real-time practices and real-life situations.

Numerous learning techniques are used to accommodate employees at all levels of the company and their learning styles, including classrooms, action-learning projects, rotational assignments and Web-based modules. Compensation is expanded beyond salary to include sales commissions, bonuses, retention bonuses, monetary and non-monetary sales contests, and incentive programs.
retention.

Employee relations also are important to Haugen. She believes strong employee relations can give staff members a feeling of ownership in the company. To Haugen, employee relations involve effective communication between managers and employees under fair and flexible rules that aim to get the job done efficiently and profitably. To that end, she helps develop programs that foster a productive and innovative culture, including a company Intranet to communicate information, e-mail, bulletin boards and posters, an open-door policy, resolution processes, and recognition programs.

Haugen supports diversity at Direct Alliance through strategies that include community relationships, diversity job fairs, an apprentice program with the W.P. Carey School of Business at Arizona State University, and advertising with ethnic associations and clubs, colleges and universities, AARP, the Arizona Department of Economic Security and Arizona Workforce Connection.

At Direct Alliance, a balanced life is expected and supported. Haugen and employees from other departments work together to make the work-life balance easier through telecommuting, flexible work schedules, a wellness program, an employee assistance program and a concierge service that offers discounts at local businesses such as restaurants, dry cleaners and gymnasiums. There also is an employee activity committee that coordinates such employee events as holiday parties, company contests and a holiday shopping boutique. Haugen believes that a healthy work-life balance requires a daily effort to make time for family, friends, the community, personal growth and self-care. She tries to lead by example.

executive education

During Hard Economic Times, Executive Education Helps Workers Keep Marketable Edge

It may be hard to believe, but in tumultuous economic times, executive education is somewhat recession proof — at least as far as employees are concerned. People who have lost their jobs have more time to go back to school, while those who are still employed may feel the need to enhance their skills.

University administrators and instructors see no less interest in educational opportunities as the economy spins downward. Even businesses that have downsized continue to pay a portion of tuition costs for those employees who remain. But at companies where training and development programs are among the first to be eliminated, experts suggest such moves are shortsighted.

Andy Atzert, assistant dean of the Arizona State University W. P. Carey School of Business and director of the school’s Business Center for Executive and Professional Development, does see a diminished demand from companies for customized executive education programs.

“The reason is that they are very visible expenses, a big line item that a company can slash when desperate,” Atzert says. “They’re shifting back to open enrollment. They’re not necessarily cutting back on education funding for individuals. The money is distributed through departments and it’s a less visible expenditure.”

Employers benefit from executive education programs in today’s economy because the skills of employees who remain expand. For example, an engineer who is promoted to fill a vacancy might need to acquire knowledge about marketing.

Strange as it may seem after layoffs, another benefit is employee retention.

“When a company lays off people, it worries about the effect on people who remain,” Atzert says.“You’ve pared down, and you don’t want to lose more employees. That’s one of the reasons for not cutting the education budget.”

Atzert describes education, and that includes executive education programs, as being “a counter-cyclical business.”

“What commonly happens in an economic downturn is that when there is not full employment and not a lot of jobs out there, people seek opportunities to retrain,” he says. “People who are employed polish up their resume a bit, just in case. Insecurity causes a person to make oneself more competitive.”

Mike Seiden, outgoing president of Western International University, agrees that historically, education is recession proof.

“We don’t see any abatement coming to us for degree programs,” Seiden says. “When people are losing their jobs, they recognize that a degree is important, and when times are good, companies support their employees by providing educational opportunities. I don’t see any change in that, but I say that with a little bit of caution. This economic climate is a lot different from anything we have experienced in the last 40 to 60 years.”

While Arizona’s three state universities are facing budget cuts, and some smaller niche colleges are encountering economy-related problems, Western International, a forprofi t private institution that is part of the Apollo Group Inc., is not feeling a negative impact, Seiden says. Employer subsidies seem to be holding steady.

“But if unemployment increases substantially,” Seiden says, “and companies become more hard-pressed, who knows what will happen?”

Both ASU and Western International University have executive education partnerships with the Salt River Project. At ASU, the Small Business Leadership Academy provides CEOs of small and diverse businesses with a 10-week program designed to help take their businesses to the next level.

The first class, which consisted of 11 SRP suppliers and five SRP business customers, completed the program last November. A second group will start taking classes next August. Offered one evening a week at the ASU School of Business Tempe campus, the classes focused on such topics as business strategy, negotiations regarding terms of contracts, employee retention and corporate procurement.

“They learn what we look for as a procurement organization, so when they get my requests for proposals they know what to be prepared for,” says Art Oros, SRP manager of procurement services. “They have already shown tangible savings. The improvements helped them to maintain the edge they need in these times.”

The companies that participated are small businesses, many of which are minority owned.

“We had good diversity — all ethnicities and cultures,” Oros says.

At Western International, SRP helps to subsidize its own employees’ education as they pursue degrees.

“A company’s ability to help provide an education for its employees is paramount in today’s world,” Seiden says. “It not only helps ensure that the company will retain its employees, but it will improve productivity.”

Paul Palley, who teaches economics and statistics at the University of Phoenix, says his classes naturally turn to discussions of current events.

“The subject of bailouts is something that is brought up a lot,” says Palley, a city of Phoenix economist. “Students don’t really understand what’s going on. Bailout is not the best word. In many cases, it represents an investment — government purchasing equity. Sometimes students feel not enough is being done, and sometimes they feel too much is being done. It changes from student to student and from day to day.”

Kevin Gazzara, who recently retired from Intel, where he was program manager of management and leadership, is senior partner of Magna Leadership Solutions and University Research Chair for Organizational Behavior at the University of Phoenix. He has developed a statistical tool that enables employers to link training and development programs with business results.

“One of the first things to go in difficult economic times is training and development,” Gazzara says. “From our perspective, it should be one of the last things to go. Many organizations utilize training, but don’t know if they are getting a return on their investment. In tough economic times, I tell organizations to restrain from the urge to cut training to save some relatively small dollars.

“As managers are being asked to do more with fewer resources,” Gazzara adds, “raising their levels of skills so organizations can compete becomes essential, and the only way to do that is having the right training.”