EMPLOYEE RETENTION

Report of the Employee Retention Workgroup

Sponsored by: NYS Department of Civil Service
George C. Sinnott, Commissioner

NYS Governor’s Office of Employee Relations
George H. Madison, Director

George E. Pataki, Governor September 2002
In issuing this report, the Department of Civil Service and Governor’s Office of Employee Relations in no way indicate endorsement of the perspectives, opinions, and recommendations presented.

EMPLOYEE RETENTION
Report of the Employee Retention Workgroup TABLE OF CONTENTS
Introduction............................................................................................................ Focus Groups........................................................................................................ Employee Retention Survey Summary.................................................................. Existing Retention Factors ................................................................................... Strategies for Consideration ................................................................................ Workgroup Background ....................................................................................... Background of the Workgroups............................................................................. Notes..................................................................................................................... Resources ........................................................................................................... Appendix 1: Focus Group Question...................................................................... Appendix 2: Employee Retention Survey.............................................................. Appendix 3: Written Survey Results–Benefits....................................................... Appendix 4: Written Survey Results–Strategies.................................................... Appendix 5: Written Survey Results–Organizational Culture................................ Appendix 6: Written Survey Results–Personal Satisfaction.................................. Appendix 7: Written Survey Results–Career Plans............................................... 2 4 15 20 22 24 25 26 27 30 31 35 36 38 47 49

INTRODUCTION
An effective Employee Retention Program is a systematic effort to create and foster an environment that encourages employees to remain employed by having policies and practices in place that address their diverse needs.
Employee Retention Workgroup Definition

The way it was...in the past, New York State jobs were considered desirable and sufficient candidates could be found to fill most critical jobs. Moreover, once employed, workers would often spend their entire careers in State service. In areas where there was turnover, new employees could be recruited easily. The way it is...today there is a high demand in the public and private sectors for workers in critical areas such as health care, information technology, engineering, accounting, and auditing. The supply of qualified workers is limited and good workforce planning requires a twofold approach of aggressive recruitment and innovative retention strategies. Retention policies need to focus on elimination of unwanted turnover. Unwanted turnover is expensive. Costs to the employer can include separation benefits, lost productivity, recruitment costs, training costs, and diminished services as new employees get up to speed. In their book, Retaining Valued Employees, Griffeth and Hom report that turnover costs can run as high as 200 percent of the exiting employee’s salary, depending on his or her skill level.(1) According to the newsletter of the International Association of Professionals in Employment Security, “When a valuable employee leaves, it costs the employer money - possibly up to a third of the employee’s annual salary.”(2) Differences between the two estimates may be due to the worker groups used as a reference, e.g., executives vs. hourly workers. While other sources differ on costs to employers, they generally agree that costs can be substantial. Separation Costs U Exit interview U Administrative and paperwork costs U Disbursement of benefits to separating employees U Diminished productivity of remaining personnel

Employee Retention 2

Replacement Costs U Job advertisements U Recruitment activities U Administrative processing U Entrance interviews U Applicant selection U Testing U Travel and moving expenses (in certain situations) Conclusion Due to the unique nature of New York State services to the public, additional costs need to be considered, including the potential for diminished services to the public. Frequently, high turnover areas include health and safety and technology jobs. These are positions which often require higher levels of training and education. Service naturally falls off when new employees need to be trained. ...When a mental health professional leaves, his or her clients are reassigned to other professionals. As a consequence, the employing organization must assume the clerical costs of transferring client records, the cost of the time spent by the supervisor to explain the client’s background, and the cost of the time spent by other mental health professionals to learn the history of clients newly assigned to them. (3) Today New York State agencies need to adopt effective retention strategies to assure they have the personnel needed to efficiently and effectively deliver mandated services. In order to assess retention strategies used by New York State today, State employee focus groups were assembled to discuss the topic.

Employee Retention 3

FOCUS GROUPS
The Employee Retention Workgroup conducted focus groups to gather information relating to existing agency retention efforts, reasons for resignation, and ideas for future retention strategies. We agreed that focus groups would be a manageable effort that would provide an opportunity for open dialogue with a diverse group of State employees. Participants would be able to provide us with informed opinions reflecting their unique roles and experiences within their agencies. Human resources managers were asked to nominate candidates from their agencies to participate in the groups. Nominated candidates belonged to one of three selected groups: • • • Human resource and affirmative action professionals. Public Management Interns (PMIs). Program managers, who are responsible for providing a variety of services to the State of New York.

Using employee retention articles, researched and collected through library catalogue and Internet searches, we developed standard questions for use with each of the three groups. Two categories of questions were developed: • • Open-ended questions, which allowed for facilitated discussion to share experiences and opinions on what works and what doesn’t work in retaining employees (see Appendix 1, page 30). Written questionnaires, which asked participants to score/rate various workplace retention strategies and to evaluate the retention environment in their workplaces (see Appendix 2, page 31).

Data from the written questionnaires were compiled for a statistical analysis report while the comments and discussions of the focus groups were captured by recorders for our narrative report.

Employee Retention 4

Employee Retention 5 .DEMOGRAPHIC MAKEUP OF THE FOCUS GROUPS Thirty-eight individuals from 21 different agencies participated in the focus groups.

mentoring. A little over 50 percent of respondents knew their agency had retention efforts.html.FOCUS GROUP RESULTS A series of questions were used to guide the focus group discussion.OPEN-ENDED QUESTIONS . • Strategic Leadership Institute. Each division offers an overview of what they do for the employees.goer. • Exam planning incorporates expansion of potential promotion fields. Focus group participants expressed how important these retention efforts are for retaining valuable staff.) • Intra and Inter Agency teams for cross-training rotational opportunities.us/workforce/interests/learnwhereyouearn. Information Technology Development Program. give specific examples.state. (See http://www. Are you aware of any retention efforts in your agency? If yes. Individual agencies have crafted programs and opportunities to meet staff needs. Public Management Interns: • Consultant offered program for computer or soft skills training for staff. • Supervisory discussion groups – talk with and mentor new supervisors to foster knowledge transfer. Program Managers: • “Learn Where You Earn” program. Employee Retention Workgroup Conclusion Employee Retention 6 . Training and development. Responses included: Human Resource Professionals: • Mentoring program for new hires from the Professional Careers Test (PCT) list. • Expanded use of Public Administration Transition Test (PATT) list (a transition opportunity from clerical to professional ranks). and compensation were three common themes shared by all groups on this topic. Secretarial Institute. A copy of these questions can be found in Appendix 1.ny. • Share the “big picture” with staff.

Why do you stay with government? Participants shared similar sentiments that reflect the positive attitudes most public servants have about their job. like nurses. support the overall mission of New York State. Also.” “I believe in the mission of the agency.goer.” “I want to make a difference. Summary of Focus Groups Participant Responses Employee Retention 7 .” “I work for the money/benefits. Employee Retention Workgroup Conclusion What makes you think about leaving government? Members of all groups shared similar negative sentiments that reflect the obstacles most public servants encounter throughout their career. They have a deep respect for public service. but the PMIs were greatly concerned about their career mobility. therefore. Comments commonly heard from all groups included: • • • • “I like my job. while salary may be listed by some as an incentive for State employment.html) Takes too long to earn a promotion.state. geographical cost of living differences within the State often hinder retention of employees in critical positions. accountants. Career mobility issues (See Management Mobility report: http://www.” People genuinely want to make a difference. “Too much bureaucracy that prevents me from getting the job done.ny. and the amount of time that passes before promotion examinations are offered. They believe strongly in the mission of their respective agencies and. and auditors.us/workforce/workgroups/ManagementandMobilit y/managementmobility. Comments commonly heard from all groups included: • • C C • Low salaries. junior engineers. Too much time in between tests.” The majority of participants shared these sentiments.

Give us an example of someone who recently left your agency for an opportunity outside of New York State government. When given the choice of State service vs.” family comes first. one person shared an example of an individual who temporarily left State service then returned after realizing that he would not be able to have as satisfying a career in the private sector as he did when he worked for NYS. why did it happen? Members of all groups shared similar ideas and examples of situations that caused a valued staff member to leave State service. which is a prime reason individuals may seek other employment. Examples commonly shared by all groups included: • • • • Money/Salary issues. who were listed as an example title. Opportunity to take a leave and then possibly return. Examples commonly shared by all groups included: • • • • More money.creativity of individual was stifled. Too much bureaucracy . Employee Retention 8 . sought employment where they could have weekends off). Leaving for more money and greater incentives (nurses. The opportunity to work with new technology. Lack of career mobility. This frustration leads to low staff morale. so employee skill sets don’t become outdated. Program managers were especially dissatisfied with not being able to hire in tight fiscal times. In your opinion. Did they discuss with you what would have made them stay? Members of all groups shared similar examples of accommodations or worklife improvements that would have encouraged a valued staff member to remain in State service. Summary of Focus Group Participant Responses On a more positive note. “family life. critical positions in State service often demand inflexible work hours and schedules. Additionally. The desire to balance work with family is strong among State workers. Additional training opportunities.

Nurses.Younger employees identified generational differences between themselves and the tenured State workers. The PMI group expressed their desire for more training opportunities and the ability to use new and “future” technology in the workplace. Civil Engineer): The increasing amount of transportation engineering work currently available by private sector contractors and consultants influences recent college graduates to consider those employers as a more attractive option than State employment. Engineering Positions (Junior Engineer. Training availability: Employees need to keep their skill sets current in order to meet new job expectations for the 21st Century. Call Center Staff (various agency titles): Modern call centers are relatively new to NYS agencies. New technology allows for a high volume of calls to be answered. Training and opportunity for development was a close second. Psychiatrists): There is a statewide shortage of individuals to fill these critical care roles. Employee Retention 9 . Time constraints and availability of training don’t always make this possible. the remaining staff have more work to do. which makes it difficult for NYS to retain qualified individuals at State salaries and work schedules.g. money was a common theme shared by all groups. Again. Members of all groups identified the following: • Medical Titles (e.. This creates a high demand for their expertise. Employee Retention Workgroup Conclusion Do you know of specific retention problems in your agency? Describe any issues. creating a high stress situation for individuals who are on the phones with the public on a daily basis. • • Other factors that adversely affect Agency retention strategies include: • • Work passed down as more people leave or retire: Without the ability to backfill vacant positions. Items like rigid time and atttendance rules and “old guard” bureaucracy do not appeal to the Generation X’ers lifestyle.

Employee Retention Workgroup Conclusion What is unique about your agency’s retention strategy? Out of all the groups. “The ability to advance within the ranks is difficult. • Many also expressed concern on how “slow” the “fast track” is. no one indicated that their retention strategies were unique.” PMIs: • A number of PMIs stated that they assumed NYS would be on the cutting edge of technology. or functions for which they encountered difficulty in recruitment and retention. Program Managers: • Program managers also thought that career advancement was a slow process.All represented agencies had specific areas. timing and economic issues play a significant part. when you first came to the State. that have not yet been met? Human Resource Professionals: • Advancement was not as easy for human resource professionals as it has been for their colleagues in the “program” areas. NYS is still having difficulty competing in New York City. Long Island and certain other parts of the State. Employee Retention 10 . Even though there has been progress in geographical pay differentials. titles. most respondents feel their basic expectations on employment with NYS have been adequately met. They were disheartened to find out that this was not the case. Aside from issues of advancement. Employee Retention Workgroup Conclusion What expectations did you have. Problems and obstacles for successful retention programs are universal throughout NYS agencies.

“…benefits depend on age – where you are in life will determine those benefits that are most important to you. I came for a job.” “Yes.Are the reasons you stay with State government different from the reasons you came to State government? Human resource professionals. Other tangible elements that appealed to employees include: • • Flex-time.” Employee Retention 11 . One member of the PMI group neatly summarized this section by stating. The tangible benefits listed were examples of ways in which agencies could help employees achieve the “sense of belonging” they are looking for. found a career. Employee Retention Workgroup Conclusion What types of benefits are most important to the workforce? Members of all groups shared similar comments on this topic. Employee Retention Workgroup Conclusion What type of work environment/organizational culture is most appealing to State workers? Representatives from all groups mentioned agencies or environments where employees were made to feel as though they were a part of a team. (I now have) a desire to serve the public trust. The ability to work on “high profile” assignments. PMIs and program managers stated: • • “Yes.” All Focus Group members have a high degree of personal satisfaction in carrying out the duties and mission of their respective agencies. Employees desire to work in a welcoming and positive environment where they feel they are equal partners in achieving the mission of the agency. or were stakeholders in the success of their agency.

differences in negotiated agreements (i. for example. training and education benefits are important as a retention incentive? Human resource professionals. many of these opportunities already exist in NYS. they vary by bargaining unit. Health insurance. “How-to” for Civil Service test taking.e. Pension. union contracts) limit the amount of reimbursement certain employees may receive. The desire for more or enhanced training was made evident by the focus group survey responses to this question. Tuition Reimbursement.All groups mentioned the following examples: • • • • • Cafeteria style” benefits. PMIs. However. and program managers all responded: • • • • Tuition reimbursement. Money. While many benefits are offered by NYS. Like other benefits. Employee Retention Workgroup Conclusion Employee Retention 12 .. Day care facilities. Employee Retention Workgroup Conclusion What type of skills. Information Technology training. Leadership development. is available for all eligible NYS employees.

Improve the career ladder structure. Enhance the PMI Program to allow for automatic advancement to the G23 level. Improve the physical working environment.ny.state. Employee Retention 13 . Sections 211/212 to accommodate returning retirees to public employment (See Retiree Resources workgroup report: http://www.html).goer.In what areas should control agencies work with labor and management to build the type of work environment needed to attract and retain today’s workforce? Representatives shared the following as examples of ways in which the control agencies can help to improve the current work environment: • • • • • Better and faster way to earn promotions.us/workforce/workgroups/RetireeResources/retire eresources. Change NYS Retirement Law.

These include: • • • • • Development of early tracking procedures for promising new hires. Tracking voluntary turnover by department then focus efforts on the problem areas. a combination of factors influence an employee’s decision to stay in a job. or job title. Generally. Tracking of reasons for quits.these are not always financial. On-going employee attitude surveys to provide information for successful retention strategies and to predict turnover. There are some factors. Employee Retention Workgroup Conclusion Employee Retention 14 . page 22). In Effective Succession Planning. William Rothwell predicts that employers will seek integrated retention policies and procedures. family situation. which seem to impact most employees and for which we found some effective strategies worth sharing (see Strategies for Consideration. the external job market. Experts advise that talented employees should be identified early and proactive steps should be taken to nurture and retain them. (4) There is no one strategy to insure successful employee retention. especially among the high potential workers. Providing incentives for people to remain with the organization .FOCUS GROUPS SUMMARY Employers need to determine WHO they should retain and HOW they can retain them. however. Those factors may differ for an individual depending on his or her age.

where 1 = not very important and 5 = very important. salary/compensation and health and related benefits were ranked the most important. A copy of the survey can be found as an attachment to this report. For human resource professionals. the retirement plan and health and related benefits were rated as most important.77) and the Employee Assistance Program (3. which can be found in Appendix 3. The results are illustrated in Chart 1. with a mean of 4. the interagency Employee Retention Workgroup asked the focus group participants to complete a written survey about various aspects of state government. Findings A. The survey asked respondents to rate the degree of importance or level of agreement with a number of statements related to: • • • • Benefits Retention strategies Organizational culture Personal and job satisfaction One section of the survey collected demographic information.92. Survey questions were developed through a literature review. however.46).EMPLOYEE RETENTION SURVEY SUMMARY Introduction As part of its data gathering efforts. and Public Management Interns (PMI's). followed by leave benefits and the retirement plan Employee Retention 15 . and many items in the Organizational Culture and Personal Satisfaction sections of the survey were adapted from Griffeth and Horn’s Job Diagnostic Questionnaire (5). Benefits The first section of the survey asked respondents to rate the benefits of state employment on a scale from 1 to 5. with means of 4. followed by leave benefits (4. that the opinions generated by this sample were consistent with certain themes found in the literature relating to retention.73. Rather. were the LifeWorks resource and referral program (2.54) and salary/compensation (4. We did find. For managers. The items with the lowest means. and the final section gave respondents an opportunity to provide general comments on any other areas related to retention that they felt were not addressed in the focus groups or on the survey. rated as least important by this group. the results provide a snapshot of opinions from a small sample of individuals within three categories: human resource and affirmative action professionals. Since only the focus group participants completed the survey.08). page 35. managers. the findings cannot be generalized to the entire State workforce.

21). annual performance appraisals (3. .(4. The importance of education and training benefits is not surprising.64) and Training Opportunities .00) and the Employee Suggestion Program (3.15) were the lowest ranked retention strategies for this group. The strategies rated as least important by this group are the Employee Suggestion Program (3.92). wellness programs (3. Wellness programs (2.job related (4. whether or not it was available.67) and salary/compensation. Wellness programs (2.15).95). the retirement plan was rated as the most important benefit.other (4. were rated as the most important retention strategies. the items rated most important were health and related benefits (4. and salary/compensation which had a mean of 4.00) as the three most important retention strategies. training opportunities .07).81) and the retirement plan (4. and rewards and recognition.54). B. since one of the cornerstones of the PMI program is its emphasis on growth and development through a variety of training.79. On-site day care (2. and education opportunities (4.15).job related (4. Human resource professionals rated training opportunities .93.91) and Voluntary Reduction in Work Schedule (3.08). The lowest rated benefits were the Employee Assistance Program (2. The three strategies rated most important to PMI's are: Education Opportunities (4.71 and 2. and how important each strategy was to them. job rotations and new assignments (4. with a mean of 4. alternative work schedules (4. Employee Retention 16 . Strategies The next section of the survey asked respondents to indicate what retention strategies were being used in their agencies.with a mean of 4. Items of least importance were the LifeWorks resource and referral program and the Employee Assistance Program.20).71). The items rated least important were the LifeWorks (2. When looking at the three groups combined. with means of 2.87 respectively.14) and onsite day care (3.86.85) and EAP programs (2.92).60).80) followed by leave benefits (4.58) were rated as least important. Another reason this benefit may be important to PMI's is because they are generally younger and in an early phase of their career with State government. Voluntary Reduction in Work Schedules.job related (4. followed in a tie by alternative work schedules. page 36. followed by leave benefits and health and related benefits which both had a mean of 4.57. Complete results for this section can be found in in Appendix 4. For managers.38). all with a mean of 3.92) and the LifeWorks resource and referral program (3. Training Opportunities .67. For Public Management Interns.

Seventy-one percent of PMI's agreed that supervisors communicate effectively with employees. Personal Satisfaction The three groups were asked to rate how satisfied they were with various elements of the job on a scale from1 to 5. Forty-six percent of HR professionals strongly disagreed or disagreed that their agency has a career development program that helps people become more aware of and responsible for their own career development. The highest ranked items for each group are noted in the table below: Employee Retention 17 . Sixty-two percent also agreed or strongly agreed that employees in their agency are treated with fairness and respect. 31% disagreed strongly or disagreed with this statement. Organizational Culture This section asked respondents to rate their level of agreement or disagreement with a number of statements related to organizational culture on a scale of 1 to 5. page 38.C. Fifty-four percent of HR professionals strongly disagreed or disagreed that supervisors in their agencies discussed development plans with employees at least every six months. Sixty-nine percent agreed or strongly agreed that their agency has a culture that recognizes and values diversity. Seventy-nine percent of PMI's and 73% of managers agreed or strongly agreed that employees are often given the opportunity to be part of task groups and assignments outside of their core job responsibilities. Sixty-nine percent of HR professionals agreed or strongly agreed that their agency had a culture that recognizes and values diversity. where 1 = not at all satisfied and 5 = very satisfied. Only 39% of the human resource professionals agreed or strongly agreed with this statement. another 43% of PMI's neither agreed nor disagreed with this statement. While half of the PMI's agreed or strongly agreed that supervisors in their agencies discussed development plans with employees at least every six months. Bar charts comparing the responses of each group for each statement can be found in Appendix 5. About 29% were evenly divided at either end of the continuum as to whether their agency has a career development program that helps people become more aware of and responsible for their career development. D. while another 23 % disagreed or strongly disagreed with that statement. Forty-six percent of HR professionals agreed or strongly agreed that working on a new project was an open process with few barriers. where 1 = strongly disagree and 5 = strongly agree. almost twenty-nine percent disagreed or disagreed strongly with that notion. however.

43) The amount of job security I have (4.43) The safety of my work environment (4. Another 8% said they planned to leave within 6-10 years.58) • • • • • The amount of pay and fringe benefits I receive (4. "the degree for which I am fairly paid for what I contribute to my organization.08) The people I talk to and work with on the job (4.23) The chance to help other people while at work (4. Thirty-six percent (mean 3.64).00) of managers indicated they were very or somewhat dissatisfied with the existence of established career ladders. Sixty-two percent (mean 2.85) of human resource professionals were very or somewhat dissatisfied with the availability of promotional opportunities. and an additional 8% said they planned to leave state employment within 1-2 years. See Appendix 6.08) • Public Management Interns The chance to get to know other people while on the job (4. Fifty percent of them responded somewhat or very dissatisfied to this statement (mean 2.43) The people I talk to and work with on the job (4. Roughly 33 % indicated that they had no plans to leave or retire from State employment within the foreseeable future.29) • The degree of respect and fair treatment I receive from my boss (4.36) The amount of independent thought and action I can exercise in my job (4." Twenty-one percent (mean 3. Reasons given for their intentions of leaving Employee Retention 18 .36) The feeling of worthwhile accomplishment I get from doing my job (4.21) of PMI's indicated they were very or somewhat dissatisfied in response to the statement. for the full results.43) • Human Resource Professionals The amount of job security I have (4.Managers • • The chance to help other people while at work (4.23) How secure things look for me in the future of my organization (4.43) The degree of respect and fair treatment I receive from my boss (4. Career Plans When asked about future career plans.38) • • • • • • The amount of job security I have (4. half of the PMI's said they planned on retiring or leaving State employment within 3-5 years.29) The chance to help other people while at work (4.29) Public Management Interns were least satisfied with the availability of promotional opportunities. page 47. E.

and another 31% indicated they would retire or leave state employment within 6-10 years. See Appendix 7. G. Very few comments were provided. and 14% said they would leave within 6-10 years. who indicated they were going to leave or retire from State employment within 1-2 years. General Comments This section gave respondents the opportunity to note any comments that they felt weren't addressed in the other sections of the survey. lack of promotional opportunity. Since almost 60% of the PMI's surveyed indicated that they plan to leave within 5 years. Another 31% plan to leave or retire within 3-5 years. Thirty-one percent of managers indicated they would be leaving state employment within 3-4 years. and lack of meaningful professional development. human resource professionals had the highest percentage. it is important for the State to look at strategies to retain this group. Employee Retention 19 .within 5 years included: salary. Thirty-eight percent indicated that they have no plans to leave or retire state employment in the foreseeable future. page 48. None of the respondents in this group were under the age of 35. for the full results. and another 31% are over 55. considering the investment that is made in recruiting and training these individuals. Only 23% stated they had no plans to leave or retire in the foreseeable future. The high percentage of intention to leave in this group is likely due to the ages of the respondents in this group: 46% are between the ages of 46 and 55. Of the three groups. F. the length of time it would take to get from a grade 18 to a 23 within their organization. 31%. It is likely that respondents voiced their comments during the focus group sessions. Demographics Demographics were covered on page 5 in the Focus Groups section of the report.

state.goer.us/Train/training/leadforums_calendar. family medical leave Alternate Work Schedules # Alternate weekends off for certain 24/7 positions # Compressed workweek (CWW) (http://www.goer.html) # Flex schedules # “Mutual agreements” within title to switch hours in a shared function situations.goer.ny.goer.state.us/workforce/interests/Altworksched.us/workforce/interests/elearning.us/workforce/interests/externaleducation.goer.us/Train/organizational/leadershipclassroom. This listing consists of strategies we identified through our readings.html) # GOER’s Leadership Classroom (http://www.html) # Co-op programs/student assistants # Education leave (http://www.ny. # Part-time/shared items # Summer hours # Voluntary Reduction in Work Schedule (VRWS) Career Development and Training Opportunities # College-At-Work Program (http://www.goer.ny.state.state. and through recommendations from focus group participants: Leave Benefits # # # # # Annual leave Leave Donation Program Personal leave Sick leave Other leaves.us/workforce/agyinitiatives/sedcollegeatwork.ny.html) Employee Retention 20 .goer.state.ny.html) # E-learning (http://www.state.ny.state.ny.ny.goer.EXISTING RETENTION FACTORS New York State agencies currently provide numerous benefits or practices attractive to employees.html) # Employee self-development programs # GOER sponsored training (http://www.state. our discussions within our own agencies.us/Train/) # Job Posting (http://statejobsny. military.jury duty. Some are negotiated benefits and some are optional and may vary by agency and bargaining unit.us/) # GOER’s Leadership Forums (http://www.

Employee Retention 21 .state.ny.goer.ny.goer.us/workforce/interests/traineeships.goer.ny.osc.state.# GOER’s Secretarial Institute (http://www.html) Rewards and Recognition # Citation awards # Cultural diversity activities # Employee recognition for volunteer activities at work and external to the organization # Employee Suggestion Program and awards (http://www. html) # Technical training # Traineeships at various levels.goer.html) # Transition examinations (Public Administration Traineeship Transition) (http://www.goer.state.us/workforce/agyinitiatives/osc.us/Train/organizational/facilitationassistance.state.us/Train/organizational/SecretarialInstitutebrochure.state.ny.html) # Safety awards # The “best of the best” awards within an organization # Women’s history awards # GOER Workforce Champions (http://www.us/Train/organizational/recognitionnetwork.ny.us/Train/wfc/2002/) # Service awards Other # Continuous recruitment examinations and outreach # GOER Facilitator Exchange (http://www.ny. health benefits and leave benefits as most important.html) # Geographic pay differentials # Separation questionnaires and exit interviews # Performance assessment-based testing for promotion opportunities # Bring Your Child to Work Day activities and participation Often employees cite retirement benefits.state.ny.state. More information can be obtained at http://www.goer.us/retire/.us/cseap/home.state.ny.ny.goer.cs.us/benefits and http://www.cs. in numerous titles and agencies (http://www.htm) # Tuition reimbursement # Union sponsored training # OSC’s Strategic Leadership Institute (http://www.ny.state.us/esp/) # Excellence awards in career field # Longevity service awards # Management acknowledgment of employee college graduation # GOER Recognition Network (http://www.state.

and unions/employee organizations. # Increase support of education benefits. # Offer rewards and recognition to employees who earn degrees or job related certifications. managers. # Take the lead in providing guidance and training on exit interviews and separation questionnaires to be used as tools to measure retention. What People Want “. to know that they. Several State agencies have requested and received salary enhancements for in-demand titles throughout State government. # Promote based on performance and education. agency heads. They want a diversity of challenges. # Conduct a statewide NYS employee survey to determine types of employee benefits important to the workforce. and publicize alternative retention policies. # Schedule more frequent promotion examinations. as well as scores on written examinations in order to reward employee initiative (e. and the ability to make decisions without excessive red tape.” http://www.. Control Agencies are Key Players in Employee Retention Identify.g. retention efforts require a joint effort on the part of control agencies. training and development. # Develop statewide policies to encourage retention efforts and to eliminate perceived bureaucratic roadblocks. human resources. their work and their ideas matter.STRATEGIES FOR CONSIDERATION In order to retain employees in occupations which are in high demand today.. knowing they can share ideas with company decision makers. and organizational development offices. review.. performance assessment examinations. # Conduct a statewide salary review of critical NYS titles in comparison to other similar employers and adjust salaries to keep pace. Human Resources Can Proactively Identify Retention Concerns Employee Retention 22 . They want to belong.com (6) Retention Strategies are a Joint Effort In order to be effective. # Encourage flexibility in work schedules and telecommuting and provide guidance to agencies on how to do it. and efforts. # Set up a statewide task force to look at physical work environments. including more tuition reimbursement. NYS would be wise to review its salary structure. procedures. more training and experience evaluations).people want to feel valued and valuable. For example. document.businesspsychologist. They want to feel connected to upper management. # Improve career mobility.

on-site daycare centers. Encourage family-friendly policies like flex time. and exit interviews. # Invest in the future by providing up-to-date technology and resources to support it (i. # Hold managers accountable for retention efforts by making it part of their performance plans. Employee Organizations/Unions Also Have a Role # # # # Work to improve the physical environment of workplaces. including providing realistic job previews for candidates for high turnover jobs.e. based on responses. and telecommuting. Help communicate training opportunity information to employees. # Take responsibility for their own career development. Agency Heads/Managers Can Make Employee Retention a Priority # Re-evaluate agency needs and focus on critical titles. Communicate training needs to managers. Survey managers and staff on training needs and. Provide more career development counseling to employees. develop classes to meet needs. # Develop targeted solutions geared toward individual agency concerns. # Publicize the monetary value of employee benefits (possibly by statements sent out with paychecks). Provide training to support open communication. # Pay attention to management and communication styles to foster a positive work environment. Training and Development and/or Organizational Development Can Effect Change # # # # Provide more management training on retention issues. Individual Employees Have a Role in Retention # Discuss concerns and needs openly with supervisors. # Focus more attention on orientation. # Support flexibility in work schedules. Employee Retention 23 .# Conduct employee surveys. focus groups. technical support and training). # Develop follow-up meetings six months after initial orientation.. # Encourage open communication within the agencies.

Governor’s Office of Employee Relations Acknowledgments: Special thanks to Irene Farrigan of the Office of Mental Health for her support during this project. Offer suggestions on employee retention strategies for consideration by New York State agencies. Powell Mark Stackrow Office of the State Comptroller Office of Mental Retardation and Developmental Disabilities Department of Civil Service Office of the State Comptroller State Education Department Workgroup Leader. and Sonya Tucker of the State Education Department for assistance in compiling data from the written survey. the Employee Retention Workgroup was formed to: • • • • Collect information on useful retention strategies in the public and private sectors. Steve Masterson of the Office of the State Comptroller for facilitation. Gather information on barriers to staff retention. Group members then collected articles on employee retention through library catalogue and internet searches.WORKGROUP BACKGROUND As a part of the statewide initiative on Workforce and Succession Planning. Workgroup Members Bob Blot Patricia Briggs Philip B. Office of Mental Health Department of Transportation Facilitator. Share retention initiatives on the New York State Workforce and Succession Planning Website. Discussions of research results took place at biweekly meetings as we decided what resources were to be shared. some of which were summarized and shared with others in the group. Employee Retention 24 . We identified positions that are hard to fill and positions where retention is a problem which provided us with some ideas for further research. Hoar Gregory Hurd Sharon Nania Donna Northrup Doris L.

The workgroups agreed to get as much done as possible in the time allotted.state.goer.us/workforce or http://www. Each of the workgroups was comprised of volunteers who continued to have full-time responsibilities in their agencies.state." and activation of the workforce and succession planning website. A six-month time limit was set to ensure that reports could be written before burnout set in and other priorities took precedence.us/workforce) as they are completed. the workgroups included: • • • • • • • Recruitment and Selection Retiree Resources Competencies Staff Development Mentoring Management Mobility Knowledge Management and Transfer Employee Retention 25 . "Our Workforce Matters.BACKGROUND OF THE WORKGROUPS In January 2002. both of which were made available in October 2001. the Governor's Office of Employee Relations and the Department of Civil Service formed eight interagency workgroups. The mission of the workgroups was to compile and share information that might be useful to agencies in their workforce and succession planning efforts. In addition to Retention. Their reports are being added to the workforce and succession planning website (http://www. This was a follow-up to issuance of the planning guide.ny.cs. organized around selected workforce and succession planning topics.ny.

14. BusinessPsychologist. Hom. Inc. 2. International Professionals in Employment Security. William J. Sage Publications. Effective Succession Planning: Ensuring Leadership Continuity and Building Talent From Within. CA. 6. (New York: AMACOM. 2nd Edition.Com. p. Rothwell.com/bpnews101. January/February 2002. <http://www. p.businesspsychologist. 2001. p. Employee Retention 26 .NOTES 1. “Successful Management: Keeping the best and the brightest . 2. 2001). Retaining Valued Employees. 293-297. 230. 3. Vol. p. 98. Griffeth and Horn. Thousand Oaks.2.. Griffeth and Peter W. 4. Griffeth and Horn. Workforce Professional.” Business Psychology News. Roger W.html> 5.

cfm?AID=526 4>. Volume 29. January 1993.” Patient Care Staffing Report. Issue 1.com/reprint. <http://community.” General Services Administration.” Training & Development. 64.asp.com/MagazineArticles/article. August 2000. Discusses some of the most critical issues facing government workforce planners. Employee Retention 27 . Marnie E.” Public Personnel Management. Carrie. “There are many things that organizations should and can provide to attract and retain workers.gov/attachments/GSA_PUBLICATIONS/desc/flexeval. pp.. p.htm> Jurkiewicz.RESOURCES Articles Abrams. “Telecommute America Report: The Federal Flexible Workplace Pilot Project Work-at-home Component. Issue 4.” Public Personnel Management. posted October 22.corhealth.. Winter 2000. May 2001. “Retention: Finders. 6-7. p. Greene.” Employees place training and development near the top of the list. “Beware and Prepare: the Government Workforce of the Future.nursingspectrum. “Generation X and the Public Employee. Stacey. Reprints of article (PC105003) are available from http://www. Michael. Summarizes suggestions from readers’ essay contest. Farella.Spring 2000. “Raise Performance Bar for Manager to Retain Employee. Discusses differences and similarities of Generation X and Baby Boomer employees in the public sector. Joyce. A broad mix goes into any successful recruitment and retention strategy. 55. <http://www. “10 Ways to Nix the Nursing Shortage: Nursing Spectrum Asked You How to Save Our Profession. p. 2001. 435. v 54 i8. Wagner. Wendell.gsa. Keepers. Carole L. Volume 29.” Nursing Spectrum.

William J. “Retention Strategies That Respond to Worker Values. Wheeler.Withers. Recommends several employee retention strategies that focus on employee values. Books Griffeth. Dearborn Trade Publishing. manifestation of the company’s social responsibility.g/resources. Smith.” <www.recognition. Discusses causes for high turnover and strategies to improve retention. Here Tomorrow: Transforming Your Workforce from High Turnover to High Retention. Thousand Oaks.corhealth. enhancement of the professional growth and development of employees. Employee Retention 28 . and Peter W. Retaining Valued Employees.com/careers/health. CA. 36. Sage Publications. New York. Chicago. IL. 2002. Hom. 2001. Contact COR Health LLC 805/564-2177 or www. AMACOM. Issue 7. “Five Ways to Control Turnover. 2001. Balance between employee’s work and personal life.. pp. 2001. Internet Links www.. p.html Describes company’s health and wellness benefits that help employees balance family and work life. Pam. Nurse Recruitment and Retention Strategies 2001. Case study of development and retention of nursing personnel of special interest. Gregory.com/columns/theretentionriddle. abstracts and resources on the topic in a 48 pp. Kevin. Rothwell.com.org/strategies. 2nd Edition. http://jnj. soft cover book. Here Today. CA 2002. Effective Succession Planning: Ensuring Leadership Continuity and Building Talent From Within. Contains reports. 48-52. Comprehensive treatment of succession planning. COR Best Practices Series. Volume 80.htm> January 29. Santa Barbara. Chapter summaries give a useful overview. The why and how of employee retention programs. Roger W. Inc. July 2001.” Workforce.asp A list of links to articles and programs promoting employee recognition strategies.

ca.jsp?channelId=-13809&channelPage=/chan nel/default. http://webserver.” http://webserver. and research on areas that deal with telework.jsp&cid=1 This site provides technical support.www. http://www.ca. consultation.telework.dpa.gov/irsreport.shtm The State of California has developed a telework brochure to assist California’s state agencies in setting up telecommuting programs.gov/telework/brochure.gov/Portal/browse/channel.gsa.shtm A report by the California Work & Family Advisory Committee that identifies and makes recommendations to promote family friendly work policies and programs.best-in-class.htm “Reports on a ‘flexiplace’ pilot program used by the Internal Revenue Service Information Technology Services office.dpa.” Employee Retention 29 .htm “Retaining Top Talent in a Competitive Market.gov/workingfamilies/final_report/main. http://www.com/research/bestpracticespotlights/talent_retention_27.

work itself) is most appealing to employees in the State workforce? What types of benefits are most important to the workforce? What types of education. Are you aware of any retention efforts in your agency? Yes Why do you stay with State government? What makes you think about leaving State government? 2.g. 5.APPENDIX 1 Focus Group Questions April 3. GOER. In your opinion. Give us an example of someone who recently left your agency for an opportunity outside of State government. why did it happen? Did they discuss with you specific reasons why they were leaving? Yes Did they discuss with you what would have made them stay? 3. 2002 1. DOB) work with labor and management to build type of work environment needed to attract and retain today’s workforce? Yes No No No Employee Retention 30 . Do you know of specific retention problems in your agency? Describe the issues. supervisory style. What were the expectations you had when you first came to work for the State that haven’t been met? Are the reasons you are staying with State government different than the reasons why you first came to State government? Yes No Explain. What do you feel is unique about your agency’s retention situation? What titles or job are hardest to keep people in? Why? 4. skill development and training opportunities are most attractive to employees? In what areas should control agencies (Civil Service. What type of work environment/organizational culture (e.

on a scale from 1 to 5 where 1 = not at all important and 5 = very important. Then rate how important each item is to you. Strategies Please indicate if any of the following strategies are available in your agency. vacation. dental. the Interagency Retention Workgroup is gathering information on current agency retention efforts and ideas for future retention efforts. personal. All responses will be kept confidential and reported in the aggregate only. vision. where 1 = not at all important and 5 = very important. Benefits Please rate the following benefits of state employment on a scale of 1 to 5. prescription) Long-Term Care Insurance Tuition Reimbursement Deferred Compensation Employee Assistance Program (EAP) LifeWorks (resource and referral) Other (specify): ________________________________ 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 B. Available? Yes No Not at All Important Not Very Important Neutral Some-what Important Very Important Alternative Work Schedule (AWS) Voluntary Reduction in Work Schedule (VRWS) Telecommuting/Work at Home Wellness Programs Mentoring/Coaching Job Rotation and New Assignments Help with career planning 1 1 1 1 1 1 1 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 4 5 5 5 5 5 5 5 Employee Retention 31 . Not at All Important Not Very Important Neutral Somewhat Important Very Important Salary/Compensation Leave benefits (including sick. whether it's available or not. paid holidays) Retirement plan Health and related benefits (health insurance.APPENDIX 2 Workforce and Succession Planning Employee Retention Survey As part of the statewide initiative on Workforce and Succession Planning. we are asking that you complete this survey so we can find out your perception about various aspects of state employment. A. As part of this data gathering.

personal development. Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities. Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Supervisors in my agency sit down with employees and discuss their development plans at least every 6 months. Organizational Culture Please rate the following statements on a scale of 1 to 5.g. Supervisors communicate effectively with employees. 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 Employee Retention 32 .other (e. service awards. Franklin Covey.Available? Yes No Not at All Important Not Very Important Neutral Some-what Important Very Important On-site day care Rewards and recognition (e. My agency has a culture that recognizes and values diversity. employee of the year) Employee Suggestion Program Education opportunities Training opportunities . Employees in my agency are treated with fairness and respect.. My agency has a career development program that helps people become more aware of and responsible for their own career development. where 1 = strongly disagree and 5 = strongly agree. Working on a new project or assignment is an open process with few barriers. etc. Supervisors have a style that empowers people to take responsibility and authority. There is an environment of openness and trust in my agency.) Annual Performance Appraisal Other (specify): _____________________________ 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 C.g. Supervisors spend a good deal of time listening to employees' ideas.job related Training opportunities .

The degree to which I am fairly paid for what I contribute to my organization. The people I talk to and work with on my job. The amount of pay and fringe benefits I receive. How secure things look for me in the future of my organization. The amount of support and guidance I receive from my supervisor. The amount of independent thought and action I can exercise in my job. The availability of promotional opportunities. E. The amount of challenge in my job. Opportunities to learn new things from my work. The existence of established career ladders. The chance to get to know other people while on the job. The overall quality of the supervision I receive in my work. Very Dissatisfied Somewhat Dissatisfied Neither Dissatisfied or Satisfied Somewhat Satisfied Very Satisfied Opportunities for personal growth and development in my job. The degree of respect and fair treatment I receive from my boss. The chance to help other people while at work. The safety of my work environment. Career Plans 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 As you think to the future. Personal Satisfaction Please rate the following statements on a scale of 1 to 5. which of the following best describes your career plans at this time? Retire or leave State employment within 1-2 years Retire or leave State employment within 3-5 years Retire or leave State employment within 6-10 years No plans to retire or leave State employment in the foreseeable future What are the specific factors that will contribute to the answer you selected to the question above? ________________________________________________________________________________________________ ________________________________________________________________________________________________ Employee Retention 33 . The amount of job security I have. The feeling of worthwhile accomplishment I get from doing my job. where 1 = very dissatisfied and 5 = very satisfied.Q.

Demographics Please provide us with the following demographic information (All responses will be kept confidential and reported in the aggregate only): Age group: Gender: 18-25 Male 26-35 Female White 0-5 PEF Black 6-10 CSEA Hispanic 11-15 Asian Native American over 25 Other 16-20 21-25 M/C 36-45 46-55 over 55 Race/Ethnicity: Years of Service: Bargaining Unit: Grade Level: ______ NYSCOBA Civil Service Title: _____________________________________________ G.F. General Comments Please note any other comments you have that weren't addressed in the sections above: _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ Thank you for completing the survey! Employee Retention 34 .

92 4.00 3.46 4.15 3.79 4.92 3.67 4.86 4.77 3.87 3.86 3.APPENDIX 3: WRITTEN SURVEY RESULTS BENEFITS How important to you are the following benefits? (scale from 1 to 5 .08 2.67 4.08 4.92 2.54 4.46 4.least to most important) Salary/ Compensation Leave Benefits Retirement Plan Health and Related Benefits Long-Term Care Insurance Tuition Reimbursement Deferred Compensation Employee Assistance Program Life Works 0 1 PMIs 2 Managers 4.79 4.73 4.73 4.92 2.43 3.57 4.40 3.00 3.31 3 4 5 Human Resource Professionals Employee Retention 35 .71 2.

31 3.25 3.92 3.21 4.75 0 PMIs 1 Managers 2 3 4 5 Human Resource Professionals Employee Retention 36 .21 3.85 4 3.92 Mentoring/Coaching 3.17 4.APPENDIX 4: WRITTEN SURVEY RESULTS STRATEGIES How important to you are the following strategies? (scale from 1 to 5.15 3.93 3. least to most important) Alternative Work Schedule Voluntary Reduction in Work Schedule Telecommuting/ Work at home Wellness Programs 3.85 3.2 3.86 4.14 2.21 Job Rotation & New Assignments Help with Career Planning 3.83 4.93 4.58 4.33 2.

21 3.54 On-site Day Care Rewards and Recognition Employee Suggestion Program Education Opportunities Training Opportunities .69 4.91 3.21 3.92 3.00 4.job related Training Opportunities Other Annual Performance Appraisal 0 PMIs Managers 3. least to most important) 2.71 3.47 3.00 1 2 3 4 5 Human Resource Professionals Employee Retention 37 .73 3.93 3.How important to you are the following strategies? (scale from 1 to 5.25 3.92 4.64 4.15 4.31 3.38 4.07 3.15 4.92 3.

7 15.3 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly 0 Disagree 7.4 46.1 14.8 0 25 % 50 75 Employee Retention 38 .3 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 0 13.3 20 53.3 13.3 14.2 30. Public Management Interns Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 0 7.3 64.Employees are often given the opportunity to be part of task groups and assignments outside their core job responsibilities.

1 21.4 30. Public Management Interns Strongly Agree Agree Neither Agree nor disagree Disagree Strongly Disagree 7.4 50 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree nor disagree Disagree Strongly Disagree 7.3 7.3 21.8 42.1 0 25 % 50 75 Employee Retention 39 .4 21.6 0 25 % 50 75 Managers Strongly Agree 0 Agree Neither Agree nor disagree Disagree Strongly Disagree 7.7 23.8 23.1 21.1 15.APPENDIX 5: WRITTEN SURVEY RESULTS ORGANIZATIONAL CULTURE Supervisors sit down with employees to discuss development plans at least every 6 months.

3 21.4 42.4 7.4 30.8 0 25 % 50 75 Employee Retention 40 .8 30. Public Management Interns Strongly Agree Agree Neither Agree nor disagree Disagree Strongly Disagree 0 28.6 7.1 21.7 15.4 21.4 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree nor disagree Disagree Strongly Disagree 15.4 21.4 21.My agency has a career development program that helps people become more aware of and responsible for their own career development.9 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree nor disagree Disagree Strongly Disagree 14.

4 15.4 23.6 7.9 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 6.7 46.7 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 15.4 28.1 15.4 30.1 42. Public Management Interns Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 21.8 0 25 % 50 75 Employee Retention 41 .Working on a new project or assignment is an open process with few barriers.7 20 20 6.

Employee Retention 42 .

3 33.1 0 71.4 0 25 50 75 Managers Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 0 33.3 33.3 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 15.4 30.1 7.3 7.8 38.5 0 25 % 50 75 Employee Retention 43 .Supervisors communicate effectively with employees.4 15. Public Management Interns Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 14.

7 15.1 46.7 46.1 23.7 6.7 61.4 7.My agency has a culture that recognizes and values diversity.5 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 20 26. Public Management Interns Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 7.2 0 25 % 50 75 Employee Retention 44 .7 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 7.7 7.7 23.

7 0 20 46.7 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 23.7 23.1 0 35.7 26.1 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 6. Public Management Interns Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 7.1 7.2 0 25 % 50 75 Employee Retention 45 .7 57.There is an environment of openness and trust in my agency.1 46.

1 46.7 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 23.2 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 20 26.7 6.2 0 25 % 50 75 Employee Retention 46 .7 46. Public Management Interns Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 7.Employees in my agency are treated with fairness and respect.7 23.4 46.7 30.1 7.8 15.

8 0 25 % 50 75 Employee Retention 47 .5 30.7 53.4 38.Supervisors spend a good deal of time listening to employees’ ideas.3 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 15.1 7. Public Management Interns Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 7.4 15.1 35.7 50 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 20 0 26.

Supervisors have a style that empowers people to take responsibility and authority.9 0 25 % 50 75 Managers Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 13.9 42.3 0 25 % 50 75 Human Resource Professionals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 23.1 42.4 46.2 0 25 % 50 75 Employee Retention 48 .4 15.7 0 46.1 7.1 15. Public Management Interns Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree 0 7.3 6.7 33.

07 4.38 4.21 4.23 4.29 3.07 3.86 4.36 3.79 3.86 3.58 4.36 0 PMIs 1 Managers 2 3 4 5 Human Resource Professionals Employee Retention 49 .07 4.77 3.77 4.APPENDIX 6: WRITTEN SURVEY RESULTS PERSONAL SATISFACTION (Scale 1 to 5. least to most satisfied) Opportunities for personal growth & development in my job The feeling of worthwhile accomplishment I get from doing my job The amount of independent thought and action I can exercise in my job Amount of challenge in my job Amount of job security I have How secure things look for me in the future of my organization Amount of pay and fringe benefits I receive Degree to which I am fairly paid for what I contribute to my organization The people I talk to and work with on the job 3.85 4 4.07 4.77 3.43 4.29 4 4.08 3.29 4.21 3.46 4.71 3.

77 3.14 3.21 4.21 4.43 4.00 3.00 4.15 4.95 3.38 4.43 4. least to most satisfied) The chance to get to know other people while on the job The chance to help other people while at work Degree of respect & fair treatment received from boss Amount of support & guidance received from supervisor Overall quality of supervision I receive in my work The safety of my work environment Availability of promotional opportunities Existence of established career ladders Opportunities to learn new things from my work 2.21 0 1 PMIs 2 Managers 3 4 5 Human Resource Professionals Employee Retention 50 .21 4.08 4.43 3.92 3.43 4.23 4.79 3.62 4.36 3.07 4.64 4.54 4.00 3.(Scale 1 to 5.21 2.29 4.

8 0 25 % 50 75 Employee Retention 51 .3 0 25 % 50 75 Managers No plans to leave or retire State Employment within the foreseeable future Retire or leave state employment within 6-10 years Retire or leave state employment within 3-5 years Retire or leave state employment within 1-2 years 0 38.8 30.8 30. which of the following best describes your career plans at this time? Public Management Interns No plans to leave or retire State Employment within the foreseeable future Retire or leave state employment within 6-10 years Retire or leave state employment within 3-5 years Retire or leave state employment within 1-2 years 8.3 8.4 30.3 50 33.1 15.5 30.APPENDIX 7: WRITTEN SURVEY RESULTS CAREER PLANS As you think to the future.8 0 25 % 50 75 Human Resource Professionals No plans to leave or retire State Employment within the foreseeable future Retire or leave state employment within 6-10 years Retire or leave state employment within 3-5 years Retire or leave state employment within 1-2 years 23.

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