The Manager

1
The Managers Role in Employee Retention

• Tuning In To Employee Expectations

2
Teleclass Agenda 2

• Setting the Stage
• The Case for Employee Retention
• Myths About Keeping Great Employees
• Managers Role is Paramount
• The 12 Gallup Workplace Statements
• Managing Work Expectations -Transforming
  Attitudes Self-Assessment

3
Old Contract 3

• If employees would
• work hard
• be loyal
• give their all

• Employer would give
• a job for life
• a home away from home
• regular salary increases
• good chance for promotion

4
Managers Role in Employee Retention 4

• 1980-90s Downsizing Environment
• Career Development was trashed
• 2000s Job Seekers Paradise
• Career Development is hot
• Economic Growth
• Unemployment less than 6

5
Managers Role in Employee Retention 5

• 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

6
Managers Role in Employee Retention 6

• 2000s 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

7
Managers Role in Employee Retention 7

• 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

8
A Case for Employee Retention 8

• 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

9
A Case for Employee Retention contd 9

• Factors within control of managers are most
  frequent reasons for departure
• People dont quite companies- they quit managers
• Compensation a distant factor
• Best retention intervention is not a single point
  resolution

10
Critical Findings 10

• ? 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

11
Critical Findings 11

• ? 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

12
Critical Findings 12

• ? Average manager fails to take personal
  responsibility for employees departure.
• Ignore factors within their control
• Typically point to external factors
• Managers need awareness training
• Managers need tools to meet personal
  accountability to retain

13
Critical Findings 13

• ? Only time manager thinks about retention is
  when employee departs.
• Managers attempt to talk departing employees out
  of leaving (big mistake)
• Tie retention to critical organizational
  activities--integral to success
• Treat career planning as an on-going priority
• Be proactive

14
Critical Findings 14

• ? 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

15
Critical Findings 15

• ? 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

16
Critical Findings 16

• ? Must have a career development system
• Important that employee expectations are
  uncovered and discussed
• Must involve all levels in retention

17
Reference Material 17

• Managing Work Expectations -
• Transforming Attitudes
• Inscape Publishing
• First, Break All the Rules
• by Buckingham Coffman
• Simon Schuster

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