Increase Retention rate

7/29/2019 Increase Retention rate

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The Managers Role in

Employee Retention

Tuning In To Employee

Expectations


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Teleclass Agenda # 2

Setting the Stage

The Case for Employee Retention

Myths About Keeping Great Employees

Managers Role is Paramount

The 12 Gallup Workplace Statements

Managing Work Expectations -Transforming

Attitudes Self-Assessment


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Old Contract # 3

If employees would:

work hard

be loyal

give their all

Employer would give:

a job for life

a home away from home

regular salary increases

good chance for promotion


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Managers Role in Employee Retention # 4

1980-90s Downsizing Environment

Career Development was trashed

2000s Job Seekers ParadiseCareer Development is hot

Economic Growth

Unemployment less than 6%


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Changing Demographics

Shrinking of 25-34 year old labor pool

82% of senior executives in Federalgovernment eligible for retirement

Downsizing had negative impact onemployee loyalty


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2000s organizational challenge

Aggressive business environment

Sustaining competitive advantage

How does organization distinguish itself incompetitive market?

Way to differentiate from fierce competitors

More dependent on top performersReliant on human assets to survive


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Retentionkeeping desirable employees

Attrition

loss of personnelCareer Planningbottom-up view of right people in right place

Succession Planning

top-down view of right people in right place


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A Case for Employee Retention # 8

Most managers think about retention when its

too late--after the resignation

Long-term organizational strategy will not be

accomplished if attrition is common

Has a domino effect both within and outside of

organization


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A Case for Employee Retention contd # 9

Factors within control of managers are

most frequent reasons for departure

People dont quite companies- they quitmanagers

Compensation a distant factor

Best retention intervention is not a single

point resolution


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Critical Findings # 10

Loss of productivity

by departing employee (ROAD program)

learning curve for replacement

office incidentals

multiply costs by number of employees wholeave in one year


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Data from exit interviews typically fails to

surface REAL cause of attrition problems.

Possible retribution

Embarrassed of real reason

Chance of mis-diagnosing critical factors


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Average manager fails to take personal

responsibility for employees departure.

Ignore factors within their controlTypically point to external factors

Managers need awareness training

Managers need tools to meet personalaccountability to retain


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Critical Findings #13

Only time manager thinks about

retention is when employee departs.Managers attempt to talk departing

employees out of leaving (big mistake)Tie retention to critical organizational

activities--integral to success

Treat career planning as an on-goingpriority

Be proactive


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Departure of valued employees can have

a ripple effect on internal customers

Transition to new employee must be well

managed

Regular changes indicate organizational

instability


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Certain degree of attrition is positive

Monitor retention and attrition rates

Note unusual organizational factors

Must employee correct strategies

workplace learning is now a strategy


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Must have a career development system

Important that employee expectations are

uncovered and discussedMust involve all levels in retention


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Reference Material # 17

Managing Work Expectations -

Transforming Attitudes

Inscape Publishing

First, Break All the Rules

by Buckingham & Coffman

Simon & Schuster


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Increase Retention rate