July 28, 2014

Sandra Fritz

HR Manager-HMS Host

474 North 3700 West

Salt Lake City, UT 84122

Dear Sandra:

This report is in response to the 30-60-90 Touch-Base Program we discussed. We set out to develop a deployable program that would allow us to get candid feedback from employees, particularly new hires, to help identify where we can improve onboarding and assimilating new employees into the company. We believe this program will help reduce new hire attrition, which will improve morale, improve our ability to serve and satisfy our customers, and ultimately, positively impact the bottom line.

We have spent considerable time researching studies that discuss and evaluate employee behavior. In addition, we have conducted surveys and interviewed employees both internally and externally to help identify where and how we can make the right changes.

We recognize that while this program is considered complete, some adjustments will need to be made. We believe that over time, this can be a key part in HMS standard procedures and would be beneficial to both management and your first line employees.

Sincerely,

Douglas Petty Clint Stosich Robin Smith

Greg Dowse Tonie Silva Mark Horan

REDUCING EMPLOYEE TURNOVER AT HMS

Prepared for:

Sandra FritzHuman Resource Manager

HMS Host-Salt Lake Int’l AirportSalt Lake City, Utah

Prepared by:

Doug PettyGreg DowseRobin SmithClint StosichTonie Silva

Mark Horan

Salt Lake Community CollegeBusiness Communications 2200

July 28, 2014

EXECUTIVE SUMMARYAs with many large retail companies, HMS host is faced with very high employee turnover. Through primary and secondary research, we have found that the first ninety days of employment can be crucial to employee retention.

Based on our survey results, success rate in retention increased with more training days and consistent training. Your employees can contribute to the success of your company when they are trained properly to perform their job above and beyond expectation. Thoroughly trained team members will also result in higher customer satisfaction.

We’ve outlined the top six reasons employees quit. Our surveys with HMS Host employees show co-worker relationships as one of the top reasons they would leave.

1. Lack of opportunity for advancement 2. R-E-S-P-E-C-T 3. Relationships with co-workers 4. Poor Communication5. Staff Shortages6. Pay and benefits

“Studies indicate that companies with best-in-class onboarding practices are three times as likely to retain their talent during that crucial first year of employment” (Miller). Employees want to perform well, advance, and feel a sense of pride and accomplishment. Some main suggestions for employee satisfaction include:

1. Make certain employees know what you expect of them.2. Create open communication between employees and management.3. Provide (and ask for) regular feedback.

We conclude that feedback always helps both the employee and the employer. We have found that most employees WANT to communicate; they just don’t always have the forum to do so.

We recommend a 30-60-90 Touch-Base Program and believe that it is critical for employee success and retention. Without a feedback mechanism for employees to share their experience, concerns are unlikely to be found.

TABLE OF CONTENTS Page

EXECUTIVE SUMMARY………………………………………………………………………………………………….ii

INTRODUCTION……………………………………………………………………………………………………………1

Purpose…………………………………………………………………………………………………………….1

Scope………………………………………………………………………………………………….....................1

Limitations………………………………………………………………………………………………………..3

Sources and Methods…………………………………………………………………………......................3

Report Organization…………………………………………………………………………………………..3

FINDINGS………………………………………………………………………………………………………………………4

Employee Success Rate……………………………………………………………………………………….4

Consistent Training…………………………………………………………………………………………….5

Reasons for Quitting Based on Surveys……..…………………………………………………………6

Top Reasons Employees Quit………………………………………………………………………………6

Tips to Retain your Employees…………....………………………………………………………………8

CONCLUSION AND RECOMMENDATIONS……………………………………………………….......................10

CONCLUSION……………………………………………………………………………………………………10

RECOMMENDATIONS………………………………………………………………………………………..10

REFERENCES………………………………………………………………………………………………………………...11

APPENDICES…………………………………………………………………………………………………………………12

APPENDIX A: 30-60-90 TEAM……………………………………………………………………………12

APPENDIX B: Survey Template………………………………………………………………………….15

APPENDIX C: Survey Data…………………………………………………………..................................20

APPENDIX D: Raw Survey Data........................................................................................................30

APPENDIX E: Deployable 30-60-90…………………………………………………………………….51

INTRODUCTIONPURPOSEThe primary objective is to evaluate the current level of job satisfaction of employees. Part of this focus is on the amount of job training the average person receives and the overall introductory period during the first ninety days of employment. The final outcome is to recommend that HMS Host deploy a “30-60-90 Touch-Base Program,” which is designed to open the lines of communication between the employer and the employees. Effective use of this program will be a key element in helping lower employee turnover.

SCOPEEmployee turnover is nothing new for most businesses. Human Resource departments across the globe are working tirelessly each day to reduce this number, but many times struggle just to keep their heads above water. Many businesses want to change this trend and are taking steps to gain feedback from their employees, which in turn, improves communication.

Job satisfaction has many variables depending on each business type, but some basic principles can be applied to just about everyone. Let’s take a closer look at a familiar company’s journey to reduce employee dissatisfaction and turnover.

If you were to take a survey, asking kids where they want to go on vacation, you would probably get a 95% return rate for Disneyland. Disneyland is the destination for many family vacations, known as the Happiest Place on Earth. This is a place where kids expect to be overwhelmed with joy. But just how happy are their employees?

“Six out of Seven Dwarfs are “NOT HAPPY", read a tee shirt at one of the parks. This surprising unhappiness sparked the publication of an article, found at “Disneyatwork.com” (Kober). Reactively, two years ago, Disney started an annual survey for its employees to gain more employee feedback. “I want Disney to be one of the most admired companies in the world, and we cannot do it without our employees” (Iger).

Of the 92,000 employees that were surveyed (Kober), below is a list of the results.

87% of employees say they are proud to work for The Walt Disney Company.

80% of employees believe the business segment they work in develops creative products, services and content.

70% believe their business is leading the industry and is evolving and making the changes required to compete effectively in the marketplace.

80% believe their business segment is committed to creating and supporting a diverse workplace.

80% of Disney employees across the globe find their jobs both challenging and interesting.

77% understand how their jobs fit with the goals and strategies of their business segment.

90% understand the role they can play in helping Disney to be a responsible company.

Based on the survey results, Disneyland and Walt Disney World Eyes & Ears, both outlined some improvement areas that can be applied to ALL businesses.

Providing more opportunities for collaboration and teamwork. Better communicating the actions we’re taking in response to your survey

feedback. Opportunities for our Cast to set and pursue career objectives. Improving our operational efficiency.

Walt Disney World understands that employee feedback is an essential part of growing business. Employees need to feel like their voice is being heard, the ones that do become less likely to job-hop, and more likely to settle into a career.

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LIMITATIONSDue to the Summer Semester time frame, we’ve been restricted in only having three weeks to compile the information for this report. As a group of six students, we have found it challenging to meet outside of class, so we have relied heavily on email and our Google Doc’s Drive for communication. Had we had more time, we feel that more surveys could have been completed to support our initial findings.

SOURCES AND METHODSAs a team we developed two methods to gain feedback for our project. The first method was a written survey, primarily focused on HMS Host employees that do not have a company email account. The second method was an online survey, with the focus being on businesses outside of HMS Host.

The intent was to gain a different perspective and see if there are any similarities. (See Appendix B for a copy of the surveys).

In addition to the surveys, we interviewed several HMS Host employees. The results of the surveys will be presented throughout this report.

Characteristics of the 115 survey respondents Companies Surveyed: HMS Host, Crest Financial, Zion’s Bank, and an IT Firm. Non-Management at HMS Host

REPORT ORGANIZATIONThe contents of the rest of the managerial report will be:

Success rate based on training Consistent training Reason for quitting from survey

results Top 6 Reasons Employees Quit Tips to retain your workforce Conclusion Recommendations

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FINDINGSSUCCESSFUL IN CURRENT POSITIONA large factor in becoming successful in your current job position depends heavily on the amount of training you receive. Too often, training becomes secondary, which leaves the newly hired employee confused and often very frustrated.

In evaluating surveys completed by HMS host employees, we found a correlation between training and success. Respondents were asked how many days of training they received, and if they felt like they were given enough training to be successful in their position. Only 33% of people who received 0-3 days of training felt they received enough training to be successful. The percentage jumped dramatically, to 50% when training reached 4-10 days. The success rate hit 100% when the training days went above ten days.

0-3 Days 4-10 Days

11-21 Days

22+ Days 0%

10%20%30%40%50%60%70%80%90%

100%

33%

50%

100% 100%

68%

81% 75% 78%

Success Rate Based on Training

HMSOutside HMS

Figure 1

Obviously, the amount of training days would vary from business to business and from different positions, but these results are telling in that training is a very important part of job satisfaction. Employees need job training to gain the confidence required to be successful in their position. The more training an employee receives, the higher the percent increases towards the success rate.

When comparing survey numbers outside HMS, we see a similar trend that shows the more days the employees receive of training; the more likely they will feel that they can be successful (See Figure 1). For training of more than ten days, the percentage dropped but still reflects a higher percentage compared to 0-3 days.

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CONSISTANT TRAININGAs you think of consistent training, think about going to your favorite restaurant. Don’t you expect your food to taste the same way every time you go? Without a doubt, the answer is YES… Training is a big part of ensuring this happens, so if everyone is trained a different way, you are less likely to receive what you expect.

Based on the surveys we collected, a large percentage of employees from all companies felt that training procedures were not consistent (See Figure 2). Taking a closer look at each company, HMS scored considerably lower, as 37% of all survey respondents said they did not receive consistent training, versus 51% outside HMS.

0%

10%

20%

30%

40%

50%

60%

37%

51%

Did Not Receive Consistent Training

Did Not Receive Consistant Training

Figure 2

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Retaining your work force is very important and can become very costly for a business. Natural attrition is uncontrollable but still must be reviewed. Below are the results from our recent survey at HMS Host and other companies (See Figure 3).

Pay

Benefits

Co-Work

ers

Management

Other

0%

10%

20%

30%

40%

50%

20% 20%

47%

13%

47%

31%

6% 7%

18%

39%

Reason For Quitting

HMSOutside HMS

Figure 3

As we can see from the survey results, co-workers play a big part in why employees leave HMS Host. Many factors can impact this survey. Implementing a 30-60-90 Touch-Base Program would help identify some of these issues during the first 90 days of employment. Refer to our recommendations for more details. We’ve discussed these reasons, and possible others in more detail below.

TOP REASONS EMPLOYEES QUIT Lack of opportunity for advancement- Advancement doesn't necessarily

mean promotion. More often, it means personal and professional growth. People want to be better tomorrow than they are today (Irwin).

R-E-S-P-E-C-T- is new to the top five list this year according to Kropp. Like compensation, it’s something that employees are starting to expect in the new and increasingly comfortable workplace. “It’s not a do your work and keep your head down environment anymore,” he says. “Everyone is looking to be recognized and respected for their individual contribution” (Casserlt)

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Relationships with co-workers- “When an employee leaves my company, every email that is sent to the whole company, to say good-bye, includes a

comment about passionate coworkers who the employee cares about and will miss. Second only to an employee’s manager, the coworkers with whom he sits, interacts, and serves with on teams, are critical components of an employee’s work environment”. Research from the Gallup organization indicates that one of the 12 factors that illuminate whether an employee is happy on their job is having a best friend at work. Relationships with coworkers

retain employees (Heathfield).

Poor Communication- Employees are frustrated with supervision. Management is not communicating with staff in an open and timely

manner. Clear expectations have not been communicated. Their relationship with their supervisor is poor.

(Some Top Reasons Employees Leave Their Jobs )

Staff Shortages- Employees are overworked. They are

working long hours, plus weekend work, with no relief in sight.

Administrative help has been cut back and counselors are using their time for clerical duties.

They are bogged down with paperwork. (Some Top Reasons Employees Leave Their Jobs )

Pay and benefits- Engaged employees are far more likely to perceive that they are paid appropriately for the work they do (43%), compared to employees who are disengaged (15%) or actively disengaged (13%). And pay and benefits become a big issue if employees feel that their coworkers aren't committed to quality; they may feel entitled to extra compensation to make up the difference or to make them feel like they are truly valued by their employer (Robison).

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TIPS TO RETAIN YOUR EMPLOYEES

“According to Workforce magazine, within six months of being hired nearly one-third of employees are already looking for a new job. Studies indicate that companies with best-in-class onboarding practices are three times as likely to retain their talent during that crucial first year of employment (Miller).”

Ensure employees know what you expect of them- It may seem basic, but often in small companies, employees have a wide breadth of responsibilities. If they don’t know exactly what their jobs entail and what you need from them, they can’t perform up to standard, and morale can begin to dip (Employee Retention – How to Retain Employees)

Create open communication between employees and management- Hold regular meetings in which employees can offer ideas and ask questions. Have an open-door policy that encourages employees to speak frankly with their managers without fear of repercussion (Employee Retention – How to Retain Employees).

Provide (and Ask for) Regular Feedback- “People dread yearly reviews because it's often the only time they get feedback — and what if they've been unknowingly doing something wrong in the 364 days since last year's review? Reviews are the exact opposite of ripping a Band-Aid off — a little tug here and there actually saves pain (and frustration!) in the long run” (Drell).

Turnover Costs Money-“Various estimates suggest that losing a middle manager costs an organization up to 100 percent of their salary. The loss of a senior executive is even more costly. I have seen estimates of double the annual salary and more” (Heathfield).

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Demonstrates the advantages of where they work- Being a great workplace is part of the companies brand. It’s creates the pull factor to draw candidates to the company and helps reinforce why they stay. (Hedges)

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CONCLUSION AND RECOMMENDATIONSCONCLUSIONFeedback helps! Through our findings we have come to recognize that a 30-60-90 Touch-Base program is critical for employee success. Without a feedback mechanism for employees to share their experience, employee concerns are unlikely to be found, which means there is no hope of fixing them. Without fixing the concerns, employee moral decreases, work may be subpar and costs will rise.

Our findings show many areas where businesses could improve. Here are just a few areas to consider:

Inconsistent training Reasons for quitting Employee morale Innovation

Most employees are willing to talk. Communicating with employees through questionnaires and interviews, help the employee feel appreciated. The employee opinions overall help draw a clear insight to what is being done well and what needs improvement. Management can then take this information and adjust or create programs aimed at improving employee training and morale.

RECOMMENDATIONSWe recommend implementing the 30-60-90 Touch-Base Program outlined in this report.  This consists of utilizing the questionnaire that has been created with each new employee at 30, 60, and 90 days of employment. 

The main focus of this program is not to evaluate the employee from a managerial standpoint, but to create a workplace where employees feel empowered to share candid feedback.  We are assuming that ongoing managerial review of employee performance is presently an ongoing process.  The information gained in a 30-60-90 review will in turn allow management to implement necessary changes to create a workplace environment conducive to retaining good employees.

Most of all, we encourage administrating managers to not only use this time to evaluate and coach employees, but to have a spirit of understanding of exactly how they feel, and what they need to be more successful in their positions. We also encourage managers that will be administrating this program to collaborate.  We expect that while this program is a sound foundation, there will be ongoing modifications and adjustments to fine tune what works best to get the most relevant feedback from new employees. 

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REFERENCESCasserlt, Meghan. The Top Five Reasons Employees Will Quit In 2013. 2 Jan 2013.

<http://www.forbes.com/sites/meghancasserly/2013/01/02/the-top-five-reasons-employees-will-quit-in-2013/>.

Drell, Lauren. 8 Ways to Keep Your Employees Happy. 4 Dec 2013. <http://mashable.com/2013/12/04/employee-retention/>.

Employee Retention – How to Retain Employees. 2014. <http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-retain-employees/>.

Heathfield, Susan M. Top 10 Reasons Why Employees Quit Their Job. n.d. <http://humanresources.about.com/od/resigning-from-your-job/a/top-10-reasons-employees-quit-their-job.htm>.

Hedges, Kristi. How Managers Keep Employees From Jumping Ship. 22 May 2014. <http://www.forbes.com/sites/work-in-progress/2014/05/22/how-managers-keep-employees-from-jumping-ship/>.

Iger, Bob. Disney Employee Survey: How Happy is Disney? 17 Jan 2013. <http://disneyatwork.com/2013/01/disney-employee-survey/>.

Irwin, Terry. Five Top Employee Retention Strategies. 29 Nov 2011. <http://www.mondaq.com/x/155322/Five+Top+Employee+Retention+Strategies>.

Kober, Jeff. Disney Employee Survey: How Happy is Disney? 17 Jan 2013. <http://disneyatwork.com/2013/01/disney-employee-survey/>.

Robison, Jennifer. Turning Around Employee Turnover. 8 May 2008. <http://businessjournal.gallup.com/content/106912/turning-around-your-turnover-problem.aspx#2>.

Some Top Reasons Employees Leave Their Jobs . 21 Feb 2013. <http://www.attcnetwork.org/explore/priorityareas/wfd/grow/topreasons.asp>.

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APPENDIX A

TEAM 30-60-90

Doug PettyDoug Petty is a part-time student at Salt Lake Community College, as he works as the Director of Operations for a major retail company. Doug is currently working towards an Associates of Science Business Degree, with the intent on transferring to the University of Utah, working towards a Bachelor’s Degree.

A similar 30-60-90 Touch-Base Program is being used at Doug’s current employer, which is where the idea came from. He wanted to help HMS Host implement something comparable, based on the results, which has improved communication in his workplace.

Clinton Stosich Clinton Stosich is a part-time student at Salt Lake Community college.  Clinton recently completed an Associates of Science degree at Utah State University and will be completing a Bachelor of Science degree at Utah State University with an expected graduation in 2015.  

Clinton currently works as an account manager for an IT solutions provider.  He brings over 15 years of sales experience

including 5 years of business-to-business account sales.  Some of his experience includes managing employees and sales teams.  In addition, he has held an active Real Estate license since 2004.

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Robin SmithRobin Smith works full time as an Assistant Category Manager in the Procurement department at Associated Food Stores.  She has worked in the grocery industry for over fifteen years. Robin is currently taking two classes at Salt Lake Community College and will obtain a Business Management certificate this year. When not at work or school, Robin’s two daughters keep her busy with camping, swimming, volleyball and Girl Scouts.

Mark HoranMark Horan was born in Utah and is currently a part-time student at Salt Lake Community College. He's working towards an Associate’s degree in business and is on track to finish by summer 2015. He plans to continue his schooling through a local university in order to obtain a bachelor’s degree.

Mark is also a specialist in the United States Army Reserve and works full time at Verisk Health. These jobs allow him to interact

with many other people from other walks of life.

Greg DowseGreg is currently a full time student at Salt Lake Community College. He is a duel major working on his Bachelor’s degree in Business and Associate’s in Criminal Justice. Greg works for a financial company called Crest Financial as an underwriter, working his way to becoming a mortgage underwriter.

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Tonie SilvaTonie Silva is a part-time student working on her Associate’s Degree in Accounting, planning to graduate in December of 2014. Tonie has worked full time at Zion’s Bank for the past sixteen years and is a manager over nine employees in the Commercial Loan Operations Department.

Tonie is married with two children, and one eight-month-old grandchild. Tonie enjoys spending time with her family and

friends, camping, riding quads, and reading books.

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APPENDIX BSURVEY TEMPLATE

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APPENDIX CSURVEY DATA

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APPENDIX DRAW SURVEY DATA

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APPENDIX EDEPLOYABLE 30-60-90

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