Retention Strategies:Keeping the People You Want To Keep
Kay Robinson, SPHR Robinson HR Consulting, Inc.
Erin UleryDirector, Professional DevelopmentNational Summer Learning Assoc.
Our mission is to connect and equip schools and
community organizations to deliver quality summer learning programs to our nation’s youth to help close the
achievement gap.
Today’s Objectives
• Self assess retention at your program• Identify reasons why staff stay and why
they don’t • Exchange strategies for retaining staff
Quality Indicators of Professional Development
Staff Satisfaction and Retention
16
Staff surveys are not conducted. Program retains less than 25% of its eligible staff from year to year.
If conducted, staff surveys demonstrate moderate staff satisfaction. Program retains between 25% and 50% of its eligible staff from year to year.
Staff surveys mostly demonstrate high levels of satisfaction with the program. Program retains all staff through the term of the program. Program retains between 50% and 75% of its eligible staff from year to year.
Staff surveys consistently demonstrate high levels of satisfaction with the program. Program retains all staff through the term of the program. Program retains more than 75% of its eligible staff from year to year.
ARE YOU READY TO FOCUS ON RETENTION?
Do you know:• how much it costs when you lose an
employee and how must it costs to hire and train a replacement?
• why employees leave your organization?• why employees stay with your
organization?• what your turnover rate is compared to
the industry average?• the amount of time you are spending on
recruitment versus retention?
ARE YOU READY TO FOCUS ON RETENTION?
Are pay and rewards linked to performance? Are managers trained to select, orient, coach,
recognize, and retain good people and are they rewarded for doing a good job?
Are employees viewed as investments to be maximized instead of costs to be reduced?
Is your organization seen as an employer of choice?
Does your organization do what it takes to retain valued staff?
Why Good Employees Leave
Start by asking those who leave …. Typically you will hear:
• No link between pay and performance• No opportunities for growth• No recognition for their contributions• No appreciation for their talents• The culture is abusive
Why Poor Employees Stay
No accountability Good pay without having to perform Entitlement culture Can’t go anywhere else for
pay/benefits
What Employees Want
• Equity • Safety• Treated with respect• Supervisory competence• Working conditions
What Employees Want
• Achievement• Challenging work• Acquisition of skills• Ability to perform• Recognition• Employees proud of program/organization
What Employees Want
Camaraderie – cooperative, interesting relations• Teamwork• Communications
• LET’S SHARE: How do you communicate with your staff?
• Positive Culture
Effective Culture
Employees are valued, respected Supervisors are trained and
accountable for effective employee relations
Open Door/Open Book Listen Opportunity to Question (and not be
seen as high maintenance)
Let’s Talk About Culture
Rate your organization: 1=E, 2=S, 3=P• Views employees as partners• Recognizes the personal needs of employees• Communicates clear mission, vision, goals• Reward system supports the mission and goals• Puts a premium on employee involvement• Focuses on results, not who gets the credit• Trusts employees enough to delegate• Tolerates intelligent error and experimentation• Management style supports employee-focused culture
Effective Employee Relations Programs
Effective employee relations programs also know:
• what motivates employees• what impacts employee satisfaction• that supervisors can make or break the
workplace environment
How to be an Employer of Choice
Creative Benefits Creative Scheduling Effective Communication Effective Policies (consistently
applied) Effective Reward and Recognition Effective Culture
Institutionalize Retention as a Management Function
Develop a “Retention Team” Meet Regularly to Discuss Hiring and
Retention Issues Develop a Budget and Strategic Plan
for Recruiting/Retention Be as Cognizant of Retention as you
are of Turnover
Steps in the Retention Process
Assess Strengths/Weaknesses Now Train Supervisors – Recruit SMART Treat New Hires Well Develop Low Cost Ways to Energize
Workplace• Say Thank You, Employee Services, Ice
Cream Social, Spot Awards, Loans for Computers
LET’S SHARE: What low cost ways do you have in place to energize or reward employees?
Steps in the Retention Process
Address Issues/Problems Take Action Ask for Input
• Suggestion Program, Let’s Talk, Skip Meetings, Satisfaction Surveys, Focus Groups
LET’S SHARE: How do ask for input?
Retention Starts with Recruitment
Develop a plan to find good candidates
Consider alternative staffing options Train supervisors to interview right Give applicants realistic view of the
job – a reality check Always check references! Don’t hire a warm body
Evaluate Results
Did your efforts reduce turnover? Implement an exit interview process
to discover why employees left Ask supervisors for input into
strengths/weaknesses of retention strategies
What Do People Want From Their Jobs?
Your Group Factors Typical TypicalIndividual Ranking Supervisors’ Employees’ Ranking Ranking Ranking
High Wages
Job Security
Promotions
Good Working Conditions
Interesting Work
Personal Loyalty of Supervisor
Tactful Discipline
Full Appreciation of Work Done
Help on Personal Problems
Feeling of Being “In” On Things
Factors Impacting Employee Satisfaction
Gallup study of 80,000 managers and one million employees
1) Knowing what is expected
2) Having the materials required
3) Opportunity to do what the person does best every day
4) Receiving recognition for good work
5) Someone cares
6) Someone encourages development
Factors Impacting Satisfaction (cont.)
7) Opinions seem to count
8) Mission makes person feel own work is important
9) Co-workers are committed to quality
10)Have a best friend at work
11)Have talked with someone on progress in last six months
12)Opportunities exist to learn and grow
First Break All the Rules, Buckingham, M. & Coffman, C. Simon & Schuster, 1999
Employee Involvement Strategies
Quality Programs Brown Bag Sessions “Let’s Talk” Sessions Celebrate Program “Wins” Suggestion System Employee Surveys Employee Focus Groups Task Forces and Committees
Low Cost Ways to Motivate and Energize Employees
Share Information Encourage Involvement Allow Independence Increase Visibility – Projects, Task
Force LET’S SHARE: What fun ways do you
energize employees?
Additional Resources: Making the Most of Summer Child Trends.org American Camp Association National Training Institute for Community Youth Work National Staff Development Council National Youth Development Information Center Beyond the Bell Cooperation for National and Community Service BELL Success: http://www.bellsuccess.org Foundations Inc. National Summer Learning Association
Next in the Series: Performance Management: Ensuring Employees
Receive Formal Feedback – 5/27 11-12:00 EST In addition to day-to-day feedback, a formal performance
evaluation can help staff know how they are doing – and help them focus on ways to continue to be successful and ways to improve their performance. Learn how to effectively evaluate the performance of your staff and programs using performance management strategies. Kay Robinson, SPHR, from Robinson HR Consulting and Erin Ulery, Director of Professional Development from the Association will lead the discussion.
https://www1.gotomeeting.com/register/139554153
Save the Date!“Summer Changes Everything!”Conference
November 9-10, 2010 Indianapolis, IN
The only national conference dedicated to summer!
Remember your benefits!
Friend of Summer Learning
Individual Organization/District
• Access to open web content including field news, research and interviews with experts
• Ability to network with other members
through online discussion groups
• Discounts on conference, publications,
and professional development services
• Two hours of quality program consulting via phone
• Access to curriculum rating tool, and Excellence in Summer Learning Award winner profiles
• Free program planning guide