© 2011 uc san diego extension exploring contemporary management challenges: retaining and engaging...

© 2011 UC San Diego Extension

EXPLORING CONTEMPORARY EXPLORING CONTEMPORARY MANAGEMENT CHALLENGES:MANAGEMENT CHALLENGES:

Retaining and Engaging Key TalentRetaining and Engaging Key Talent

UCSD EPSE-LAMP Student UCSD EPSE-LAMP Student Research Assignment 2010-11; Research Assignment 2010-11;

Combined Findings Combined Findings


OUTLINEOUTLINE

The AssignmentThe Assignment

Information ReceivedInformation Received

Team ThemesTeam Themes

Combined ConclusionsCombined Conclusions


THE ASSIGNMENTTHE ASSIGNMENT

Understand the challengeUnderstand the challenge–– strategies to retain key talent and ensure they strategies to retain key talent and ensure they

help the company move forward during difficult help the company move forward during difficult timestimes

Gather information Gather information (literature, interviews, survey)(literature, interviews, survey)

Look for common themesLook for common themes

Document findings, present best practices, Document findings, present best practices, give personal analysis and recommendationsgive personal analysis and recommendations


INFORMATION RECEIVEDINFORMATION RECEIVED

Eighteen team reportsEighteen team reports• 86 researchers86 researchers

• 23 science and technology companies23 science and technology companies

• 166 interviews166 interviews

• 1,677 survey respondents1,677 survey respondents

• Extensive literature review – 244 citations Extensive literature review – 244 citations

Swift and professional effort in completing Swift and professional effort in completing the project and producing coherent and the project and producing coherent and useful reports (five to eight weeks)useful reports (five to eight weeks)


Team ThemesTeam Themes Active recognition Active recognition – individual and team, know their – individual and team, know their

contributions; relationship with supervisor very critical contributions; relationship with supervisor very critical

Mentoring Mentoring – help them understand “why”, goal – help them understand “why”, goal alignment, interested in growth and opportunityalignment, interested in growth and opportunity

Training can backfire; too passiveTraining can backfire; too passive

Put rising stars to work on most challenging projects, Put rising stars to work on most challenging projects, engage their mind and emotionsengage their mind and emotions

Active engagement/sense of purpose reduces Active engagement/sense of purpose reduces probability of leaving by 87%probability of leaving by 87%

Uncertainty breeds attrition – need compelling goals Uncertainty breeds attrition – need compelling goals and plan even during downturnsand plan even during downturns


Team ThemesTeam Themes Implement “why stay” interviewsImplement “why stay” interviews

Company culture can make a difference -- feeling Company culture can make a difference -- feeling respected, stability of the organization, sense of purpose respected, stability of the organization, sense of purpose and opportunity, feedback and coachingand opportunity, feedback and coaching

Stay on the pulse of employee feelings, mood, needs, Stay on the pulse of employee feelings, mood, needs, increase during challenges, apply active development and increase during challenges, apply active development and coaching of key talentcoaching of key talent

Keep salaries competitive, but focus time and effort on the Keep salaries competitive, but focus time and effort on the work environment; difference between a good and great work environment; difference between a good and great manager is active management of the work environmentmanager is active management of the work environment

Recognize 2-3 people every day, but in a way they want Recognize 2-3 people every day, but in a way they want (not everyone wants applause and awards)(not everyone wants applause and awards)


Team ThemesTeam Themes Times of crisis are also an opportunity to grow, achieve, build Times of crisis are also an opportunity to grow, achieve, build

relationships and be recognizedrelationships and be recognized

Even the perception of unequal treatment destroys trust, Even the perception of unequal treatment destroys trust, distrust rapidly erodes engagementdistrust rapidly erodes engagement

Mentoring and “free research time” are significant motivators Mentoring and “free research time” are significant motivators to science/tech peopleto science/tech people

If work-life balance becomes extreme in one direction, If work-life balance becomes extreme in one direction, motivational factors lose their impactmotivational factors lose their impact

What employees need/want depends very much on the stage What employees need/want depends very much on the stage of their careerof their career

Concept of “mutual loyalty” – it works both ways between Concept of “mutual loyalty” – it works both ways between employer and employeeemployer and employee


Team ThemesTeam Themes Status (title and leadership responsibility) rate lower as Status (title and leadership responsibility) rate lower as

motivational factors to science/tech professionalsmotivational factors to science/tech professionals

There may be gender differences in retention and There may be gender differences in retention and motivationmotivation

Actively address the disengaged; make the hard decisions Actively address the disengaged; make the hard decisions when necessarywhen necessary

““Knowing your opinions count” rates very high with Knowing your opinions count” rates very high with science/tech professionalsscience/tech professionals

““Make visible the employee’s influence within the Make visible the employee’s influence within the organization” as the best type of recognitionorganization” as the best type of recognition


COMBINED CONCLUSIONSCOMBINED CONCLUSIONS Retention vs. motivation/engagement – two different

things, consider each

Active management, focus on individuals, understand what they need/want

Challenge and growth is more valued than general training and rewards, or status and high profile recognition

Especially during a downturn the company’s future, opportunity, and a sense of purpose is critical

Trust and relationships can be a powerful point of leverage

© 2011 uc san diego extension exploring contemporary management challenges: retaining and engaging...

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