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2008 isee User Conference Burlington Vermont October 9-10, 2008 Quantifying, Linking and Modeling Soft Variables Prof Kevin Austin Janelle Edgar [email protected] [email protected]. - PowerPoint PPT Presentation
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Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
2008 isee User Conference
Burlington Vermont
October 9-10, 2008
Quantifying, Linking and Modeling Soft Variables
Prof Kevin Austin
Janelle Edgar
If any information or ideas are used please acknowledge the source.
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
Dynamic Modelling
Business Simulator
Value Model&
Dashboard
Retention Model&
Dashboard
Staff
Model
Process
ProcessDashboard
In Out
Resources
Model
Financial
Rev Exp
Profit
Channels
FinancialDashboard
Model
Technology
TechnologyDashboard
CPU
DataValue Model
&Dashboard
Stakeholders
Retention Model&
Dashboard
Policy & Strategy
Flows&
Dashboard
Impact&
Dashboard
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
Loss Drivers / Negative
Loss Driver 1 X% X (0-10)
Loss Driver 2 X% X (0-10)
Loss Driver 3 X% X (0-10)
Loss Driver 4 X% X (0-10)
Loss Driver 5 X% X (0-10)
…100%
Staff Loss & Retention Drivers
1. Discover the Drivers
Identify the Loss & Retention Drivers
2. Apply the weightsImpact weight assigned to each Driver. Addition of impact weights = 100%
3. Assign Management Performance ScoresScore between 0-10, where 0 = Very Poor and 10 = Outstanding
Mgt PerfScore
Impact Weight
100%
Retention Drivers / Positive
Retention Driver 1 X% X (0-10)
Retention Driver 2 X% X (0-10)
Retention Driver 3 X% X (0-10)
Retention Driver 4 X% X (0-10)
Retention Driver 5 X% X (0-10)
…
Mgt PerfScore
Impact Weight
- 100 + 100
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
Loss Driver 1 28 x 3.2 / 10 = 28 x 0.32 = 9.0
Loss Driver 2 25 X 3.4 / 10 = 25 x 0.34 = 8.5
Loss Driver 3 21 x 4.2 / 10 = 21 x 0.42 = 8.8
Loss Driver 4 16 x 4.5 / 10 = 16 x 0.45 = 7.2
Loss Driver 5 10 x 3.9 / 10 = 10 x 0.39 = 3.9
Identify the Employee Retention Index
Mgt PerfScore
Impact Weight %
Loss Index
Total = 37
The Retention Driver Index is calculated using a
combination of Relative Impact and
Management’s Current Performance for all
Retention Drivers.
The Staff Retention Driver Index was
+ 42 out of a possible maximum +100.
Loss Drivers / Negative
Loss Driver 1 27 x 3.2 / 10 = 27 x 0.32 = 8.6
Loss Driver 2 22 X 5.1 / 10 = 22 x 0.51 = 11.2
Loss Driver 3 19 x 4.3 / 10 = 19 x 0.43 = 8.2
Loss Driver 4 17 x 4.6 / 10 = 17 x 0.46 = 7.8
Loss Driver 5 15 x 4.3 / 10 = 15 x 0.43 = 6.5
Mgt PerfScore
Impact Weight %
Retention Drivers / Positive
Total = 42
RetentionIndex
The Loss Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Loss Drivers.
The Staff Loss Driver Index was - 63 out of a possible maximum - 100.
The + 37 calculation on the left is subtracted from 100 and the sign changed as it is really out of – 100 not +100. (100 – 37 = 63 …change the sign = - 63) This is done because extreme goodness is actually zero and extreme badness is – 100).
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
28 x 3.2 / 10 = 28 x 0.32 = 9.0
25 X 3.4 / 10 = 25 x 0.34 = 8.5
21 x 4.2 / 10 = 21 x 0.42 = 8.8
16 x 4.5 / 10 = 16 x 0.45 = 7.2
10 x 3.9 / 10 = 10 x 0.39 = 3.9
Identify the Employee Retention Index
Mgt PerfScore
Impact Weight %
Loss Index
Total = 37
The Loss Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Loss Drivers.
The Staff Loss Driver Index was - 63 out of a possible maximum - 100.
The + 37 calculation on the left is subtracted from 100 and the sign changed as it is really out of – 100 not +100. (100 – 37 = 63 …change the sign = - 63) This is done because extreme goodness is actually zero and extreme badness is – 100).
The Retention Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Retention Drivers.
The Staff Retention Driver Index was +42 out of a possible maximum +100.
Culture of stress, bullying, pressure
Too much work
Lack of appreciation, recog’n, reward or valuing
Poor management & leadership competency
Lack of career pathways &opps for development
Loss Drivers / Negative
27 x 3.2 / 10 = 27 x 0.32 = 8.6
22 X 5.1 / 10 = 22 x 0.51 = 11.2
19 x 4.3 / 10 = 19 x 0.43 = 8.2
17 x 4.6 / 10 = 17 x 0.46 = 7.8
15 x 4.3 / 10 = 15 x 0.43 = 6.5
Mgt PerfScore
Impact Weight %
Sufficient resources &balanced workload
Proactive, supportive,Decisive leaders & mgrs
Career development & opps
Clear vision, values, direction
Value me / my contributionsapprec’n, recog’n & reward
Retention Drivers / Positive
Total = 42
RetentionIndex
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
ScaleRetention Index Loss Index
Net Employee Retention
0 +100 -100 0 -100 +100
Employee Retention
+ 42 - 63 - 21
Net Employee Retention Index
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
Financial Impact
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
Loss & Retention Drivers
Link between Retention & Financial Model
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
Retention Modelling Console
Copyright © [1994 – 2008] Enzyme International (Australia) Pty Ltd
Financial Impact Console
