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The Manager’s Role in Employee Retention:

The Manager’s Role in Employee Retention Tuning In To Employee Expectations

Teleclass Agenda # 2:

Teleclass Agenda # 2 Setting the Stage The Case for Employee Retention Myths About Keeping Great Employees Manager’s Role is Paramount The 12 Gallup Workplace Statements Managing Work Expectations -Transforming Attitudes Self-Assessment

“Old Contract” # 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

Manager’s Role in Employee Retention # 4:

Manager’s Role in Employee Retention # 4 1980-90’s Downsizing Environment Career Development was “trashed” 2000’s Job Seeker’s Paradise Career Development is “hot” Economic Growth Unemployment less than 6%

Manager’s Role in Employee Retention # 5:

Manager’s 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

Manager’s Role in Employee Retention # 6:

Manager’s Role in Employee Retention # 6 2000’s 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

Manager’s Role in Employee Retention # 7:

Manager’s 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

A Case for Employee Retention # 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

A Case for Employee Retention cont’d # 9:

A Case for Employee Retention cont’d # 9 Factors within control of managers are most frequent reasons for departure People don’t quite companies- they quit managers Compensation a “distant” factor Best retention intervention is not a single point resolution

Critical Findings # 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

Critical Findings # 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

Critical Findings # 12:

Critical Findings # 12  Average manager fails to take personal responsibility for employee’s departure. Ignore factors within their control Typically point to external factors Managers need awareness training Managers need tools to meet personal accountability to retain

Critical Findings #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

Critical Findings #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

Critical Findings #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

Critical Findings #16:

Critical Findings #16  Must have a career development system Important that employee expectations are uncovered and discussed Must involve all levels in retention

Reference Material # 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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