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Retaining & MotivatingEmployees
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2
Why Retention Matters
Costs: 1 - 2 times salary & benefits
Staffing costscosts to hire
Vacancy costslost productivityTraining coststo prepare new employee
Acting pay
Loss of knowledge Work not done, priorities not met
Impact on colleagues
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Obstacles to Retention
Competition for the tech savvy, interpersonallyskilled
Declining supply of library & information
science professionals More choices for both degreed and non-
degreed personnel
Low compensation
Retirements
Freezes
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4
Population Decline
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
1975 1980 1985 1990 1995 2000 2005 2010 2015
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The ChangedEmployer-Employee Relationship
The contract is broken
Life Long Employment
vs. Mutuality of Purpose
Free agents
Flexibility to meet diverseneeds
Work/life considerations
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Think about yourself
and your staff.
Why do you stay?
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Why Employees Stay
A feeling of connection
Feeling valued
Personal and professional growth Continuous learning
Making a difference
Good management Cant afford to leave
Fair pay and benefits
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Compensation is
More than a Salary
Salary
Benefits - the other paycheck
Work environment
A three legged stool!
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Retention Begins with
Orientation
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Orientation
Relationship begins before the hire
Employees value a personal connection
Accommodate different learning styles
Make it interactive and fun
Complete paperwork and procedural
stuff in advance
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Orientation
Beyond the Workplace
Offer dual career assistance
Include family in the equation, invite to
orientation
Match new employees with friends and
services, new neighbors, teenagebabysitters, etc.
Help with relocation
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Assimilation
Provide a buddy/
mentoring
Create & reward best practices
Develop expectations for management
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Welcome!
Desk, computer, workspace ready on
day one
Welcome card Balloons, food
New employee party at work site
Formal follow-up at 30, 60, 90, 120
days
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Keys to Retaining
Top Talent
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Job Satisfaction & Retention
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1. Increase Opportunity
Challenge
Interesting projects
ResponsibilityTeam leadership
Special assignments
Promotion
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Opportunities for Employee
Development
Internal recruitment
Support for education
Job rotation/cross training
Task forces, project assignments
Academies of learning Career ladders
Mobility among libraries
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Cultivating Excellence
Individual development plans
Coaching/mentoring
Performance management with realfeedback and coaching
360 feedback
Accelerated advancement/steps Co-manager opportunities
Shared staff opportunities
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2. Decrease Stress
Identify stressors
Distribute work evenly
Eliminate red tape Manage interruptions
Promote and model
stress-reducing activities
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Work/Life Balance
Define work in terms of what
is to be accomplished
Provide flexible work schedules
Evaluate alternative work places andtelecommuting
Appreciate dilemma of child care, elder care,
multiple individual roles Allow voluntary demotions
Appreciate diversity of personal values and
priorities
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3. Provide Leadership
Build trust
Commit to helping others succeedOffer motivation
Seek excellence
Take action
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4. Emphasize Work Standards
Focus on taking pride
Link performance to customer
satisfaction Develop customer service and
quality measures collaboratively
Be very clear on expectations
Celebrate achievements
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5. Provide Fair Rewards
Employees want fair rewards for the workthey do, based on:
Skill
Responsibilities
Effort
Working conditionsCommunicate
Reward for top performance
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Convenience/Concierge Services
Dry cleaner pick-up
Supermarket / Carry-out delivery
Financial planning Passes, discountszoo, museum
Classes on-siteeducational, fitness
Discount couponscleaning services,manicures, lawn care
Wellness, health screening
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6. Allow Adequate Authority
Empower
employees to act
Encourageemployee input to
decisions, goals,
and directionsetting
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Retaining Talented Workers as
They Near Retirement
Phased retirement
Re-hiring as part-timersor consultants
Temp work
Training/mentoringassignment
Sabbatical
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Recognizing Employees
People will forget what yousaid. People will forget what you
did. But people will never forget
how you made them feel.Anonymous
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Recognition
Enhances performance
Helps motivate
Provides practicalfeedback
Makes it easier to get
the work done Improves productivity
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Coworkers Recognize Colleagues
Dedication
Achievement
Character Service
Can doattitude
Respect
Cooperation
Helpfulness Flexibility
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Supervisors Recognize Staff
Handling an emergency or difficultsituation
Filling in on another job
Completing a special task
Consistently presenting a positive attitude
that inspires Giving time & assistance to an area or
staff person outside dept. or responsibility
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More Formal Rewards
Customer Service Award
Spirit Award
Service Awards
Retirements
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Developing a
Recognition Program
Focus on the areas that have the mostimpact
Involve employees Announce the program with fanfare
Publicly track progress Have lots of winners
Allow flexibility of rewards
Renew the program as needed
Link informal and formal rewards
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Getting Started
Start in your ownsphere
Do just one thingdifferently
Focus on what youCAN do
Dont expectperfection
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Building Commitment
Focus - employees know what they need to doand what is expected of them
Involvement - people support most what they
help to create Developmentencourage opportunities for
learning and growth
Gratitude - recognize good performance
(formal or informal) Accountability - employees are responsible
for their performance and lack thereof
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Fine-Tuning Retention Strategies
Analyze turnover - address any problems
Do exit interviews and USE the data
Survey incumbents Paper/pencil, online
Town hall meetings
Meetings with senior management
Not one size fits all! Target to individualneeds
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THANK YOU!