Who Is C-Suite Analytics?Bring broad reach working with scores of US Companies and across 6 continents, with targeted retention techniques for many industries

Business-driven by translating turnover %s and survey scores to the language of CEOs which is Dollar$

Improved retention 20-70% based on our founders top-selling, industry-changing books

Endorsed by Chief Executive Magazine, Consulting Magazine, and BusinessWeek which said, Offers fresh

thinking for solving the turnover problem in any economy

Todays Map

The Power of Stay Interviews First-line leaders roles in engagement &

retention Building trust is essential competency The Stay Interview Tool-Kit Bonus: What makes people happy?

The Power of Stay Interviews

A Stay Interview is a structured discussion a leader conducts with each individual employee to learn the specific actions she must take to strengthen that employees engagement and retention with the organization

Stay Interviews

Bring information that can be used today

Focus on individual employees including top performers

Put managers in the solution seat

StructuredFive defined questions

that will help you to yield needed information

Stay Interviews are always conducted by each employees immediate

supervisor in order to build trust

Leader

Reduce Cost of Turnover Improve Employee Engagement Improve Revenue & Profitability

U.S. Voluntary Quit Percentages, Post-RecessionU.S. Bureau of Labor Statistics

Young U.S. workers will hold 10-14 jobs by age 38

Chart1

200916

201016.9

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201218.7

201320.3

201422

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Series 1Series 2

200916

201016.9

201117.8

201218.7

201320.3

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Employee Engagement Stuck In The Mud Gallup/Bersin

CEO, our turnover is 12% and the benchmark is 20%

OR

CEO, our turnover is 12% and its costing us $2.2 MMeach year

TRUE

BUT ALSO TRUE

CEOs Want Worthless Benchmarks

How Much More Do Engaged Employees Produce?

Gallup: 22% more profitability/lower turnover (TO)/higher earnings per share (EPS)

GPTW Institute: 20% more productivity/lower TO/higher EPS

Hewitt: % engaged correlates with higher shareholder returns (S/H)

Kenexa: double S/H returns

WorkUSA/Watson Wyatt: 26% more revenue per employee

Reduce Cost of Turnover Improve Employee Engagement Improve Revenue & Profitability

Goals

Retention Programs are driven from the side like town hall meetings, employee appreciation week, newsletters

Business Accountabilities are driven by executives from the top like sales, service, quality, & safety

86% of the time

Are Your Engagement & Retention Efforts Driven by

Accountabilities Programs

Poll Question #1

How do you solve engagement & retention?

With Accountabilities

With Programs

If you have a turnover problem, look first to your managers Gallup

Employees stay for managers first and co-workers second salary.com

Employees levels of engagement higher when their supervisors had higher levels of engagement DDI

When employees stay, it is because of their immediate managers National Education Association

Employees who stay primarily for their supervisors stay longer, perform better, and are more satisfied with their payTalentKeepers

Supervisors Impact on Engagement & Retention

http://www.google.com/imgres?biw=1366&bih=622&tbm=isch&tbnid=i2etemOULdFpWM:&imgrefurl=http://woman.thenest.com/professional-protocol-employee-coworker-references-21923.html&docid=AfmZdvO2pOvO0M&imgurl=http://woman.thenest.com/DM-Resize/photos.demandstudios.com/getty/article/251/55/80620998.jpg?w=600&h=600&keep_ratio=1&w=400&h=600&ei=LNQCU-D9HoOT2gWS9YCICQ&zoom=1&ved=0CKYCEIQcMEM&iact=rc&dur=1901&page=4&start=55&ndsp=17

The Real Power of Supervision

A global consulting firm interviewed 1,000 recently-quit employees and asked about pay, benefits, development, advancement and relationships with supervisors and found supervisor relationships influenced all other opinions, concluding

Offering a higher salary or developmental/advancement

opportunity may not be enough to retain employees

First-Line Supervisors Impact on Engagement

Data per Gallup

The Incredible Power of Accountability & First-Line Retention Goals

Strategy AGroup of hospitals solved nurse turnover with onsite child care & flexible scheduling

Strategy BOutlier hospital assigned retention goals to managers and reported progress monthly

One Year Later: A turnover % identical, B down 41%, saved millions of $s

Introducing the Power Of

Why Was Your Best BossYour Best Boss?

And Why Was Your Worst Boss Your Worst Boss?

The Fortune Top 100, 2012 - 2016

Baby bonding bucks100,000 hours subsidized massagessubsidized wash & foldvirtual doctor visits3 prepared organic meals a dayartisan tea & coffeeonsite oil changes/haircuts/spa truck/bike repair trucknap podsvolunteers to Ghana & India7-acre sports complexhorseshoe pitsfree eyebrow shaping

Two-thirds of a companys score is

based on the results of the Great

Place To Works Trust Index Survey

Any company can be a great place to work. Our approach is based on the major findings of 20 years of research that trust between managers and employees is the primary defining characteristic of the very best workplaces.

The Great Place to Work Institute

Building Trust 1-1 Builds Profits

One Big Lesson Learned

Its not what you give them, its how you treat themand first line supervisors most influence employees relationships with managers, colleagues, and duties And MUST build trust

Insanity: Doing the same thing over and over again and expecting different results

http://images.google.com/url?sa=i&rct=j&q=einstein&source=images&cd=&docid=346OqR--Y4wsFM&tbnid=ig6L31ZL5Z6zBM:&ved=0CAUQjRw&url=http://www.ideachampions.com/weblogs/archives/2011/09/the_timeless_wi.shtml&ei=kfoGUcOsM_Ky0AH5wIA4&psig=AFQjCNGOqfSw2v5xmXPLVGMrgiXK4viBUQ&ust=1359498258225008

Reduce Cost of Turnover Improve Employee Engagement Improve Revenue & Profitability

Stay Interviews

The Power of Stay Interviews

A Stay Interview is a structured discussion a leader conducts with each individual employee to learn the specific actions she must take to strengthen that employees engagement and retention with the organization

Stay Interviews

Bring information that can be used today

Focus on individual employees including top performers

Put managers in the solution seat

3 Stay Interview Success Stories

Novo 1 Call CentersAgent turnover down 20%

Florida Hospital ZephyrhillsAll turnover down 37%Nurse turnover down 70%

Burcham Hills Retirement CommunityNurse turnover down 70%100% retention first 180 days

Top-down, Cascading Implementation

Stay Interview Process Key Ingredients

Executives w/ Managers

Managers w/ Supervisors

Supervisors w/ Ind.

Contributors

Time

Stay Interview Process Key Ingredients

Conducted by supervisors vs. HR

Separate from Performance Review

Repeat at least 1X/yr for all existing employees / 2 times a year for new hires

Script opening, questions, probes, closing

Create individual Stay Action Plans

Managers Forecast RetentionTop-Selling SHRM-Published

Book in History

Stay Interview 5 Questions (1) To Build Trust & (2) Gather Data

1. When you travel to work each day, what things do you look forward to?

2. What are you learning here?

3. Why do you stay here?

4. When was the last time you thought about leaving our team? What prompted it?

5. What can I do to make your experience at work better for you?

Poll Question #2

In Stay Interviews, what do employees ask for the most?

More pay Development Work/life balance Better work processes Promotions

What Do Employees Ask For The Most?

Better work processes!

Please eliminate this report/improve equipment/get others to be more accountable

Employees most want to be more productive & eliminate sacred cows

Reduce Cost of Turnover Improve Employee Engagement Improve Revenue & Profitability

Forecast

Managers Forecast Retention

Likely to leave in a 6 months or less

Might leave in 6 12 months

Likely to stay greater than 1 year

Can be changed at any time if new information

Retention Forecast HeatMapLeader: Rodriguez

Perf Rating/5 Hi, 1

Lo

Green 1+ yrs

Yellow 6-12 Months

Red 0-6 Months

Retention Plan

Kim Johnson 4 Provide mentor for

Burt Brown 5 Develop skills for possible promotion to

Cindy Stone 3 Pleased with current role & circumstance

Ralph Jimenez

2 Coaching for performance

The Power of Retention Accountability

MANAGER RETENTION GOALS YTD ACTUAL TURNOVER %COST OF

TURNOVER

Bob Jones All T/O 15% 13% $105,378

1st Yr T/O 5% 3% 31,254

Sue Michaels All T/O 15% 10% $71,598

1st Yr T/O 5% 5% 49,560

Ray Murphy All T/O 15% 22% $221,369

1st Yr T/O 5% 11% 88,321

How To Build Stay Plans

Development New Role/Promotion Pay

Subject Probes SolutionsDevelopment If you could learn about

one additional topic related to your job, what would that one topic be?

How do you learn best? By reading? Listening? Observing? Doing?

How can I know that our plan is working, that you are learning what we both want you to learn?

Assign a mentor for a specific number of hours each week for a specific period of weeks

Ask employee to identify relevant books and websites

Recommend internal and/or external courses

Subject Probes SolutionsNew Role/Promotion Tell me the perfect job for

you

Why is that job so appealing to you?

What SKILLS do you have that qualify you for that job? What SKIILLS would you have to build?

Ask employee to meet with/shadow incumbent and report back on 5 most important SKILLS

Give employee specific feedback on her SKILL levels and SKILLS needed

Build plan to develop SKILLS via mentoring, coursework, and feedback

Subject Probes SolutionsPay How much money do you

think you should be making?

What actions do you see that you can take to increase your pay?

What SKILLS can you build that would make you more valuable to our company?

Check employees pay against same-performing peers to verify it is right

Design development plan that is targeted toward a different role for more pay if employee has talent to qualify

Ensure employee knows all incentive opportunities that might provide shorter-term rewards

Vado Stay Interview ToolKit Contents

1. Introduction to the Stay Interview2. Preparing to Conduct Stay Interviews3. Essential Stay Interview Skill #1: Listening4. Essential Stay Interview Skill #2: Taking Notes5. Essential Stay Interview Skill #3: Probing6. Essential Stay Interview Skill #4: Taking Notes7. Managing the Stay Interview8. Developing A Stay Plan9. Closing & Moving Forward10 12. Avoiding Stay Interview Traps

Gallups 100 Year CommitmentSurveying citizens of the world to learn what brings most happiness over 100 years. So far the answer is which

a. Good health?b. A good job?c. Love and respect from others?d. Money for needs and more?e. Better life for your children?

42 www.c-suiteanalytics.com

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Poll Question #3

Which is the greatest driver of global happiness?

Good health

A good job Love and respect from others Money for needs and more Better life for your children

Gallups 100 Year Commitment

a. Good health

b. A good jobc. Love and respect from othersd. Money for needs and moree. Better life for your children

Feel free to contact me

DFinnegan@C-SuiteAnalytics.com

LinkedIn Profile: https://www.linkedin.com/pub/dick-finnegan/6/874/a71

Speaker video: http://c-suiteanalytics.com/solutions/keynote-speaking/

mailto:Dfinnegan@C-SuiteAnalytics.comhttps://www.linkedin.com/pub/dick-finnegan/6/874/a71

Slide Number 1The Power ofStay InterviewsFor Engagement & Retention by Dick FinneganWho Is C-Suite Analytics?Todays MapThe Power of Stay InterviewsSlide Number 6Slide Number 7Slide Number 8Employee Engagement Stuck In The Mud Gallup/BersinCEOs Want Worthless BenchmarksHow Much More Do Engaged Employees Produce?Slide Number 12Are Your Engagement & Retention Efforts Driven byPoll Question #1Supervisors Impact on Engagement & RetentionThe Real Power of SupervisionSlide Number 17The Incredible Power of Accountability & First-Line Retention GoalsIntroducing the Power OfWhy Was Your Best BossYour Best Boss?The Fortune Top 100, 2012 - 2016Slide Number 22Building Trust 1-1 Builds ProfitsOne Big Lesson LearnedSlide Number 25The Power of Stay Interviews3 Stay Interview Success StoriesTop-down, Cascading ImplementationSlide Number 29 Stay Interview 5 Questions (1) To Build Trust & (2) Gather DataPoll Question #2What Do Employees Ask For The Most?Slide Number 33Managers Forecast RetentionRetention Forecast HeatMapThe Power of Retention AccountabilityHow To Build Stay PlansSlide Number 38Slide Number 39Slide Number 40Vado Stay Interview ToolKit ContentsGallups 100 Year CommitmentPoll Question #3Gallups 100 Year CommitmentSlide Number 45