The Managers Role in

Employee Retention
Tuning In To Employee
Expectations
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
Old Contract # 3
=If employees would:
Ework hard
Ebe loyal
Egive their all
=Employer would give:
Ea job for life
Ea home away from home
Eregular salary increases
Egood chance for promotion
Managers Role in Employee Retention # 4
=1980-90s Downsizing Environment
ECareer Development was trashed
=2000s Job Seekers Paradise
ECareer Development is hot
EEconomic Growth
EUnemployment less than 6%
Managers Role in Employee Retention # 5
=Changing Demographics
EShrinking of 25-34 year old labor pool
E82% of senior executives in Federal
government eligible for retirement
=Downsizing had negative impact on
employee loyalty

Managers Role in Employee Retention # 6
=2000s organizational challenge
EAggressive business environment
ESustaining competitive advantage
EHow does organization distinguish itself in
competitive market?
EWay to differentiate from fierce competitors
EMore dependent on top performers
EReliant on human assets to survive
Managers Role in Employee Retention # 7
=Retention
Ekeeping desirable employees
=Attrition
Eloss of personnel
=Career Planning
Ebottom-up view of right people in right place
=Succession Planning
Etop-down view of right people in right place

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 contd # 9
=Factors within control of managers are
most frequent reasons for departure
EPeople dont quite companies- they quit
managers
ECompensation a distant factor
=Best retention intervention is not a single
point resolution
Critical Findings # 10
O Loss of productivity
Eby departing employee (ROAD program)
Elearning curve for replacement
Eoffice incidentals
Emultiply costs by number of employees who
leave in one year

Critical Findings # 11
O Data from exit interviews typically fails to
surface REAL cause of attrition problems.
EPossible retribution
EEmbarrassed of real reason
EChance of mis-diagnosing critical factors

Critical Findings # 12
O Average manager fails to take personal
responsibility for employees departure.
EIgnore factors within their control
ETypically point to external factors
EManagers need awareness training
EManagers need tools to meet personal
accountability to retain
Critical Findings #13
O Only time manager thinks about
retention is when employee departs.
EManagers attempt to talk departing
employees out of leaving (big mistake)
ETie retention to critical organizational
activities--integral to success
ETreat career planning as an on-going
priority
EBe proactive
Critical Findings #14
O Departure of valued employees can have
a ripple effect on internal customers
ETransition to new employee must be well
managed
ERegular changes indicate organizational
instability
Critical Findings #15
O Certain degree of attrition is positive
EMonitor retention and attrition rates
ENote unusual organizational factors
EMust employee correct strategies
Eworkplace learning is now a strategy
Critical Findings #16
O Must have a career development system
EImportant that employee expectations are
uncovered and discussed
EMust involve all levels in retention
Reference Material # 17
=Managing Work Expectations -
Transforming Attitudes
EInscape Publishing
=First, Break All the Rules
by Buckingham & Coffman
E Simon & Schuster
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