The Managers Role in Employee Retention

Tuning In To Employee Expectations

Teleclass Agenda

#2

Setting the Stage The Case for Employee Retention Myths About Keeping Great Employees Manager s Role is Paramount The 12 Gallup Workplace Statements Managing Work Expectations -Transforming Attitudes Self-Assessment

Old Contract
If employees would:
work hard be loyal give their all a job for life

#3

Employer would give:

a home away from home regular salary increases good chance for promotion

Managers Role in Employee Retention

1980-90 s Downsizing Environment
Career Development was trashed

#4

2000 s Job Seeker s Paradise

Career Development is hot Economic Growth Unemployment less than 6%

Managers Role in Employee Retention

Changing Demographics
Shrinking of 25-34 year old labor pool 82% of senior executives in Federal government eligible for retirement

#5

Downsizing had negative impact on employee loyalty

Managers Role in Employee Retention

#6

2000 s organizational challenge Aggressive business environment Sustaining competitive advantage How does organization distinguish itself in competitive market? Way to differentiate from fierce competitors More dependent on top performers Reliant on human assets to survive

Managers Role in Employee Retention

#7

Retention keeping desirable employees Attrition loss of personnel Career Planning bottom-up view of right people in right place Succession Planning top-down view of right people in right place

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

A Case for Employee Retention contd

Factors within control of managers are most frequent reasons for departure
People don t quite companies- they quit managers Compensation a distant factor

#9

Best retention intervention is not a single point resolution

Critical Findings
Loss of productivity

# 10

by departing employee (ROAD program) learning curve for replacement office incidentals multiply costs by number of employees who leave in one year

Critical Findings

# 11

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

Critical Findings

# 12

Average manager fails to take personal responsibility for employee s departure.

Ignore factors within their control Typically point to external factors Managers need awareness training Managers need tools to meet personal accountability to retain

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-going priority Be proactive

Critical Findings

#14

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

Critical Findings
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

#15

Critical Findings

#16

Must have a career development system

Important that employee expectations are uncovered and discussed Must involve all levels in retention

Reference Material
Managing Work Expectations Transforming Attitudes
Inscape Publishing

# 17

First, Break All the Rules

by Buckingham & Coffman Simon & Schuster

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