Professional Documents
Culture Documents
Employee Retention: Sandy Chan Michael Cornwell Matthew Vogel
Employee Retention: Sandy Chan Michael Cornwell Matthew Vogel
Topics
Overview: Turnover and Retention Truths About Turnover How Do We Find Out What Is Causing Turnover? Employee Burnout Succession Planning
Overview
What causes attrition? How can agencies improve retention rates? What retention problems are unique to the public sector?
Adapted from Branham, Keeping the People Who Keep You in Business
The cost of replacing a lost employee, including productivity cost can be between one and two and a half times the salary of the job in question.
Actual/Estimated Costs
Indirect Costs:
Employment Office Overhead.......... Orientation Time........................... Training Time................................ Reduced Productivity...................... $______________ $______________ $______________ $______________
3. 4.
Management demands that one person do the job of two or more. Management cuts back on administrative help, making professional workers take on those tasks. Management puts a freeze on raises and promotions. Management doesnt give the rank and file a sense of ownership.
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Management constantly reorganizes and shuffles things around. Management doesnt clarify goals or decisions. Management shows favoritism for some employees over others.
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Management relocates offices to another site forcing employees to resituate their commute.
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When senior management is not committed, organizational policies, practices, and culture can undermine retention efforts.
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What are the differences between the public and private sectors?
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Interviewing
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Climate and Satisfaction Surveys offer direct feedback from current employees.
Exit Interviews offer insight of employees that have made the decision to leave.
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Offering Confidentiality
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People are less likely to give candid answers in person than in an anonymous environment like a survey.
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Establishing Expectations:
What brought you to this agency? What drew you to this position? What were your expectations from this job?
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Evaluating Management:
Did you get the support you needed from your management? What, if anything, could management have done to prevent your leaving?
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Job Satisfaction:
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Job Satisfaction: What is your primary reason for leaving? What are you satisfied with? What are you dissatisfied with? Compensation
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Open-ended Questions
Choice (multiple vs. single answer) Matrix Questions
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Acting on Answers
Employers need to act on interview and survey results if they are to be effective. If employees perceive that answers do not lead to action, they will give up on the process. (Why go through the
trouble to interview or survey if youre not going to do anything with the results?)
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Agenda
Definition of Burnout Background Myths Why Is Burnout Important? Causes Signs Implications
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Burnout
Emotional exhaustion, apathy and reduced personal accomplishment resulting from prolonged stress, overwork or intense activity
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Background
Academia and private employers are paying more attention to it as globalization and technology are changing the workplace.
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Background
Globalization Outsourcing, mergers, layoffs Same/more work to do by fewer people A service-based economy rather than a manufacturing-based one more work based on building relationships with others Technology E-mail, instant messaging, mobile communication devices allow for a much more demanding and fast-paced workplace
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Myths
It is a problem and the responsibility of the individual, not the workplace Problems outside of work are interfering with job performance An attitude problem always complaining but not taking responsibility for ones own actions A sign of weakness, instability or misfit for the job
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Myths
An inevitable--but manageable--part of working life Personal problems call for personal solutions get rest, get help or get out Theres not much an organization can do to solve it
Burnout is costly to individuals and the workplace Reduced productivity due to poor morale Employee sickness Employee backlash in the form of sabotage or theft Potential loss of best employees those who care the most tend to burn out first
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Causes
Work overload Lack of control over work Insufficient Reward Breakdown of Community Absence of Fairness Conflicting Values
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Signs
Anxiety Sleeplessness Sickness Irritability toward colleagues and family Cynicism Depersonalization Thoughts of leaving the job
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Implications
Not an individual problem its a workplace problem Employees want work that is challenging and rewarding, but when the environment is conducive to burnout, employees will be able to put less and less energy into their work. Show appreciation for work done and reward accomplishments Allow employees flexibility and autonomy over their work
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Implications
Ask for employee input about changes or disturbances before implementing them Mentality should be An ounce of prevention is a pound of cure instead of If it aint broke, dont fix it. Resolution will have to constantly evolve as the workplace evolves, so effective communication is key.
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Succession Planning
The King is dead. Long live the King! Human resource management strategy aimed at mitigating organizational loss incurred by retirements and other forms of separation through HR forecasting. Identifying and grooming candidates for key positions through career path development, coaching, and mentoring. Also refers to large number of separations through mass retirement.
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Demographics
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Demographics
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Retirement
Social Security full retirement age ranges from 65 to 67, depending on year of birth. Public Safety occupations often allow retirement at an earlier age.
Example: Police and firefighters in SF can retire at age 50.
Immediate impact on Public Safety occupations (Police, firefighters), because of earlier retirement ages. Healthcare costs continue to rise. Massive retirements will place strain on pension plans- which typically provide better healthcare benefits than those found in the private sector. Public health professions may experience significant increases in caseload size as Baby Boomers health declines.
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Delayed retirement
Incentives to remain in workforce longer
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