SPIN Sells CFO on Turnover Tactics

Compensation Planning
by Stephen Bruce, PhD, PHR
"Yesterday’s Advisor featured consultant Karl Ahlrichs, SPHR on how to get management concerned about turnover. In today’s issue, how to talk to the C-suite plus an introduction to the popular all-compensation-in-one website, Compensation.BLR.com."

What skills would a good consultant need to sell turnover? Here are the key four, says Ahlrichs, who is owner of ExpertSpeaks, and a consultant and business developer for Gregory & Appel.

Think Strategically

Always be looking forward over the horizon to where organization is going, says Ahlrich. Anticipate ways to create value for clients. How can you be sure that you have the right people with the right skills at the right place at the right time?

If you can get there first, your organization will thrive and you’ll get credit, Ahlrich says.

Manage Information

Get good at summary statements, says Ahlrich. And deliver the summary first. Avoid long harangues. Train yourself to deliver focused, usable information.

Advance the Relationship

It’s a very personal world. You vhave to be able to work the relationship angle, to do what you say you will when you say you will, and to over- deliver on results. That increases trust and commitment.

Orchestrate Resources

You have to be able to form a good team and manage it well to be a good project manager, says ahlrich.

Quick Turnover Discussion Strategy

Sometimes we try to solve the turnover problem too quickly, says Ahlrich. HR gets invited to discuss turnover issues with the C-Suite and the instant the problem is outlined, they jump in and start offering a solution. That’s too soon, says Ahlrich.

The amount of pain that originally got you to the table is not enough to get you the budget and support you need to solve the problem.

are already up on LinkedIn, and they’re already poking around on the job boards.


Compensation.BLR.com, now thoroughly revamped with easier navigation and more complete compensation information, will tell you what’s being paid right in your state—or even metropolitan area—for hundreds of jobs. Try it at no cost and get a complimentary special report. Read more.


SPIN

Ahlrich suggests that managers use the SPIN system to present ideas to management:

Situation
Problem
Implications
Need

First comes the Situation. What’s going on? We’re losing too many people on the second shift.

Then comes the Problem. It’s costing us money in training and recruiting.

This is where you’re tempted to jump in and discuss solutions, says Ahlrich, but this is where you should step back and look at Implications of not fixing the problem right way.

You might, for example, say:

If we don’t fix this, we’re going to continue to have a problem with the EEOC. And pretty soon, good performers won’t apply to our company because they’ve heard about the serious turnover problem. And we’re seeing more new workers’ compensation claims because the new people don’t know what they’re doing.

And we’re going to lose customers because they won’t like dealing with untrained new reps.

And so on.

This does two things. One, you’re showing your mettle as a strategic thinker. And, two, you’re developed enough pain that C-Suite says we Need you to fix this.

Now you’ll get the budget and support you need. As a bonus, you have presented your operations as a critical business component to achieving bottom-line profitability in the organization.

Learning to deal with top management—an important skill, but also just one more thing to add to the list of compensation challenges. “Maintain internal equity and external competitiveness and control turnover, but still meet management’s demands for lowered costs.” Heard that one before? Many of the professionals we serve find helpful answers to all their compensation questions at Compensation.BLR.com, BLR’s comprehensive compensation website.

And there’s great news: The site has just been revamped in two important ways. First, compliance focus information has been updated to include the latest on COBRA, Lilly Ledbetter, and FMLA. Second, user features are enhanced to make the site even quicker to respond to your particular needs:

  • Topics Navigator—Lets you drill down by topical areas to get to the right data fast.
  • Customizable Homepage—Can be configured to display whatever content you want to see most often.
  • Menu Navigation—Displays all of the main content areas and tools that you need in a simple, easy format.
  • Quick Links—Enables you to quickly navigate to all the new and updated content areas.

The services provided by this unique tool include:

  • Localized Salary Finder. Based on reliable research among thousands of employers, here are pay scales (including 25th, 50th, 75th, and 90th percentiles) for hundreds of commonly held jobs, from line worker to president of the company. The data are customized for your state and metro area, your industry, and your company size, so you can base your salaries on what’s offered in your specific market, not nationally.

Try BLR’s all-in-one compensation website, Compensation.BLR.com, and get a complimentary special report, Top 100 FLSA Overtime Q&As, no matter what you decide. Find out more.


  • State and Federal Wage-Hour and Other Legal Advice. Plain-English explanations of wage-hour and other compensation and benefits-related law at both federal and state levels. “State” means the laws of your state because the site is customized to your use. (Other states can be added at a modest extra charge.)
  • Job Descriptions. The website provides them by the hundreds, already written, legally reviewed, and compliant with the Americans with Disabilities Act (ADA) mandate that essential job functions be separated from those less critical. All descriptions carry employment grade levels to current norms—another huge time-saver.
  • Merit Increase, Salary, and Benefits Surveys. The service includes the results of three surveys a year. Results for exempt and nonexempt employees are reported separately.
  • Daily Updates. Comp and benefits news updated daily (as is the whole site).
  • "Ask the Experts" Service. E-mail a question to our editors and get a personalized response within 3 business days.

If we sound as if we’re excited about the program, it’s because we are. For about $3 a working day, the help it offers to those with compensation responsibilities is enormous.

This one’s definitely worth a look, which you can get by clicking the links below.

Click here to get more information or start a no-cost trial and get a complimentary special report!

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