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 Setting the Stage

 The Case for Employee Retention
 Myths About Keeping Great Employees
 Managerƞs Role is Paramount
 The 12 Gallup Workplace Statements
 Managing Work Expectations -Transforming
Attitudes Self-Assessment
u 

 ÷f employees would:  Employer would give:

 work hard  a job for life
 be loyal  a home away from home
 give their all  regular salary increases
 good chance for promotion
ë


 


O

 1980-90ƞs Downsizing Environment
 Career Development was Ơtrashedơ

 2000ƞs Job Seekerƞs Paradise

 Career Development is Ơhotơ
 Economic Growth
 Unemployment less than 6%
ë


 


O 
 Changing Demographics
 Shrinking of 25-34 year old labor pool
 82% of senior executives in Federal
government eligible for retirement

 Downsizing had negative impact on

employee loyalty
ë


 


O 
 2000ƞs organizational challenge
 Aggressive business environment
 Sustaining competitive advantage
 How does organization distinguish itself in
competitive market?
 Way to differentiate from fierce competitors
 More dependent on top performers
 Reliant on human assets to survive
ë


 


O 
 Retention
 keeping desirable employees
 Attrition
 loss of personnel
 Career Planning
 bottom-up view of right people in right place
 Succession Planning
 top-down view of right people in right place
Ô   


O 

 Most managers think about retention when its

too late--after the resignation
 Long-term organizational strategy will not be
accomplished if attrition is common
 Has a domino effect both within and outside of
organization
Ô   



O 
 Factors within control of managers are
most frequent reasons for departure
 People donƞt quite companies- they quit
managers
 Compensation a Ơdistantơ factor
 Best retention intervention is not a single
point resolution
     
 Loss of productivity
 by departing employee (ROAD program)
 learning curve for replacement
 office incidentals
 multiply costs by number of employees who
leave in one year
     
 Data from exit interviews typically fails to
surface REAL cause of attrition problems.
 Possible retribution
 Embarrassed of real reason
 Chance of mis-diagnosing critical factors
     
 Average manager fails to take personal
responsibility for employeeƞs departure.
 ÷gnore factors within their control
 Typically point to external factors
 Managers need awareness training
 Managers need tools to meet personal
accountability to retain
     
 Only time manager thinks about
retention is when employee departs.
 Managers attempt to talk departing
employees out of leaving (Ơbig mistakeơ)
 Tie retention to critical organizational
activities--integral to success
 Treat career planning as an on-going priority
 Be proactive
     !
 Departure of valued employees can have
a ripple effect on internal customers
 Transition to new employee must be well
managed
 Regular changes indicate organizational
instability
     "
 Certain degree of attrition is positive
 Monitor retention and attrition rates
 Note unusual organizational factors
 Must employee correct strategies
 workplace learning is now a strategy
     #
 Must have a career development system
 ÷mportant that employee expectations are
uncovered and discussed
 Must involve all levels in retention


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