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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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Managers Role in Employee Retention # 5
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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Managers Role in Employee Retention # 6
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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Managers Role in Employee Retention # 7
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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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
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Critical Findings # 12
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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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
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Critical Findings #15
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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Critical Findings #16
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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For More Information:
http://www.teamapproach.comCall 800/864-4911 or