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Half day open training event held in Toronto.
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Keeping hold of ‘em
by Toronto Training and HR
February 2013
Page 2
Contents3-4 Introduction to Toronto Training and HR5-6 Hygiene or environmental factors7-9 Main reasons for turnover10-11 Factors that affect retention12-14 Behaviours that make good people leave15-16 Drill A17-18 The attrition life cycle19-21 Effective retention strategies22-24 Sentence starters25-26 Encouraging loyalty29-31 Older workers32-35 High-potential individuals36-38 Top talent39-40 Drill B41-48 Sectors and locations49 Case studies50-51 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Hygiene or environmental factors
Hygiene or environmental factors
• Company policy and administration
• Relationship with superior• Work conditions• Salary• Relationship with peers• Relationship with
subordinates• Personal life• Security and status• Recognition• Responsibility and
motivationPage 6
Page 7
Main reasons for turnover
Page 8
Main reasons for turnover 1 of 2
• Employees feel the job or workplace is not what they expected
• There is a mismatch between the job and the person
• There is too little coaching and feedback
• There are too few growth and advancement opportunities
Main reasons for turnover 2 of 2
• Employees feel devalued and unrecognized
• Employees feel stress from overwork and have a work-life imbalance
• There is a loss of trust and confidence in senior leaders
Page 9
Page 10
Factors that affect retention
Factors that affect retention• Job• Culture• Personal• External
Page 11
Page 12
Behaviours that make good people leave
Behaviours that make good people leave 1 of 2
• Demanding• Lacking patience• Blowing up• Criticizing• Withholding praise• Setting impossible
deadlines• Not listening• Not caring• Distrusting• Blaming
Page 13
Behaviours that make good people leave 2 of 2
• Breaking promises• Giving mostly negative
feedback
Page 14
Page 15
Drill A
Page 16
Drill A
Page 17
The attrition life cycle
The attrition life cycle• Change of lifestyle
and environment• Increased
expectations and opportunities
• Decreased loyalty among employees
Page 18
Page 19
Effective retention strategies
Effective retention strategies 1 of 2
• Bottom level• Middle level• High level
Page 20
Effective retention strategies 2 of 2
• Employer branding• Change of hiring
practices• Employee
engagement• Talent management• Exit interviews
Page 21
Page 22
Sentence starters
Sentence starters 1 of 2• You really made a
difference…• I’m impressed with…• You got my attention
with…• You’re doing top quality
work on…• You’re right on the mark
with…
Page 23
Sentence starters 2 of 2• One thing I enjoy most
about you is…• You can be proud of
yourself for…• We couldn’t have done it
without your…• You’ve made my day
because of…
Page 24
Page 25
Encouraging loyalty
Page 26
Encouraging loyalty• Offer more than just a job• Appropriate compensation• Empower employees• Invest in learning &
development• Share the vision• Challenge employees• Recognize and reward
often• Find common ground• Know your people
Page 27
Using technology
Using technology• Recruit the right people in
the first place• Improve the line
manager’s ability to manage
• Give employee’s constant feedback about clear, meaningful goals
• Empower employees to manage their own careers
• Proactively drive talent mobility
• Continuously measure and improve retention strategies
Page 29
Older workers
Page 30
Older workers 1 of 2WHAT THEY WANT• Flexibility• Change• Training • Relevant benefits• Retirement planning
assistance
Page 31
Older workers 2 of 2WELLNESS NEEDS• Heightened risk of chronic
disease• Longer recovery time from
injuries• Eldercare concerns
Page 32
High-potential individuals
Page 33
High-potential individuals 1 of 3
YOUNG PEOPLE• Development as a culture• Creating the culture
Page 34
High-potential individuals 2 of 3
• Herzberg’s theory of motivation
• Why they are not typical• What do they need?• What do they not need?• How to treat them• Characteristics of high-
potential individuals• A roadmap for high-
potential individuals
Page 35
High-potential individuals 3 of 3
• Truth• Engagement• Myths and realities• Standards and values
Page 36
Top talent
Top talent 1 of 2• Meet their basic needs• Conduct stay
interviews• Create a recognition
rhythm• Meet regularly• Provide career
advancement opportunities
Page 37
Top talent 2 of 2• Don’t wait for them to
tell you they are leaving as it will be too late
• Onboard new employees with their experience in mind
• Be clear on strategy but be inclusive
• Seek to capture and retain knowledge, not just people
Page 38
Page 39
Drill B
Page 40
Drill B
Page 41
Sectors and locations
Sectors and locations 1 of 7• Community health
workers in South Africa
Page 42
Sectors and locations 2 of 7• Teachers in the US
Page 43
Sectors and locations 3 of 7• Insurance companies
in India
Page 44
Sectors and locations 4 of 7• Public sector
organizations in Pakistan
Page 45
Sectors and locations 5 of 7• Accountants in
Singapore
Page 46
Sectors and locations 6 of 7• Universities in Kenya
Page 47
Sectors and locations 7 of 7• University librarians in
Nigeria
Page 48
Page 49
Case studies
Page 50
Conclusion and questions
Page 51
Conclusion and questions
SummaryVideosQuestions
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