www.peopleinaid.org retention strategies – the holistic approach ben emmens hr services manager,...
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www.peopleinaid.org
Retention strategies – the holistic approach
Ben EmmensHR Services Manager, People In Aid7 February 2007, Geneva
www.peopleinaid.org
Aim of this seminar
• Explore key elements of a successful retention strategy
• Share practical ways of managing the consequences of staff turnover
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Seminar overview
1. Introductions2. Nature of People In Aid’s research3. Identifying the issues4. Responding to the issues – People In Aid5. Sharing practical / successful responses6. Managing the consequences of ‘staff
turnover’
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Introductions...
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Who are we ?
• Not for profit, created by NGOs, for NGOs.• A global network of more than 100 agencies working in the
international development and humanitarian relief sector. • We help organisations increase their impact through better
people management.
People In Aid’s vision is of a world in which organisations work effectively to eradicate poverty and reduce suffering.
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Some history...• 1994 - 95 “Room for Improvement”
Research identifies need for a code…
• 1995 - 97 People In Aid “inter-agency working group”
• 1997 Code of Best Practice launched
12 Pilot agencies begin implementation
• 1999 People In Aid established as ‘not for profit’ network
• 2003 Revised Code of Good Practice launched
• 2007 100+ members, 20+ countries, and growing…
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People In Aid - the organisation• Membership organisation
– Members include World Vision, Oxfam, Save the Children, CRS, Plan International, Mercy Corps, IRC, Concern Worldwide, Tearfund, CAFOD, Christian Aid, British Red Cross, Islamic Relief...
• Funding base– Institutional donors (eg DfID, DCI, ECHO) - approx. 50-
60%– Membership fees / services - approx. 20-25%, – Grants / charitable trusts - approx. 20-25%
• Governance by members • Global operations, London based• Responding to sector needs
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Nature of People In Aid’s research
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Our research with the Inter-Agency Working Group“The employee’s perspective”
• Emergency Capacity Building project www.ecbproject.org
• ECB 1 – Staff Capacity Initiative
• A retention study
• November 2005 – February 2006 – Qualitative research
• 6 of the 7 IWG agencies participated
• 175 questionnaires distributed, 111 top and senior managers interviewed, i.e. a 63% response rate
• Good range of management posts represented, and good split in terms of gender and age
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Understanding retention
TurnoverTurnover
VoluntaryVoluntary InvoluntaryInvoluntary
DysfunctionalDysfunctional FunctionalFunctional
AvoidableturnoverAvoidableturnover
UnavoidableTurnover
UnavoidableTurnover
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Identifying the issues...
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For reflection, and then discussion• Is staff turnover an issue for my organisation?• Do we struggle to retain the staff we’d like to keep?• If so, where is the issue? i.e. which section /
division / department / grade?• How long can we expect someone to stay?• Etc...
2-3 minutes – personal reflection 5 minutes – sharing in 2s or 3s 5-10 minutes – feedback in plenary
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Responding to the issues...
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Push factors, pull factors & retention strategies
Environmental factorsHealth and social environment –
security conditions and other local stress factors
Environmental factorsHealth and social environment –
security conditions and other local stress factors
Programme factorsProject-based funding and
job insecurity, pressure on overheads and under-investment in training
Programme factorsProject-based funding and
job insecurity, pressure on overheads and under-investment in training
Organisational factorsDeliberate policies of the agency, values and management of staff,
poor support, inadequate terms and conditions of service
Organisational factorsDeliberate policies of the agency, values and management of staff,
poor support, inadequate terms and conditions of service
Personal factorsWorkload, career concerns, burnout, disillusionment, desire
to start a family
Personal factorsWorkload, career concerns, burnout, disillusionment, desire
to start a family
Turnover
Pull factorsPull factors
Push factorsPush factors
HR practicesHR practices
Job satisfactionJob satisfaction
External factorsBetter professional opportunities elsewhere in terms of
salary, benefits or promotion
External factorsBetter professional opportunities elsewhere in terms of
salary, benefits or promotion
Good HR practicesAdequate terms and conditions of service, policies ensuring
appropriate selection, management and development of staff
Good HR practicesAdequate terms and conditions of service, policies ensuring
appropriate selection, management and development of staff
Meaningful workFit between individual and organisational values,
motivational work and leadership
Meaningful workFit between individual and organisational values,
motivational work and leadership
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Why do people stay, and perform?• Presence of:
– Good team / colleagues (32%)– Challenge / variety (24%)– Learning / innovative culture (23%)
• Absence of:– Excessive workload (36%)– Excessive impact on personal / social life
(29%)– Bureaucracy / poor systems (25%)
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Why do our staff leave?
1. Better pay / terms and conditions elsewhere (50%)
2. Poor leadership / values / culture (40%)3. Lack of career opportunity and growth (38%)4. Burnout, disillusionment and frustration
(29%)
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How can we encourage staff to stay ?
• Introduce / improve career paths and professional development (49%)
• Better pay / terms and conditions, inc contracts, accompanied status (43%)
• Better work-life balance / family friendly policies (24%)
• Better leadership (14%)
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Towards a retention strategy
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A framework for action
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Well-being – a key issue
• Between one third to one half of interviewees highlighted the issue of excessive workload and the consequent impact on health and personal life
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Sharing practical responses...
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For reflection, and then discussionReflect on any :• Successful approaches to retention• Valuable experiences in improving retention
Then ask yourself :• How effective have the measures or initiatives been?• What’s worked? Why? What’s still to do?• How do the responses fit under the 5 [process] areas?
5 minutes – personal reflection 15-20 minutes – small group discussions 5-10 minutes – feedback in plenary
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Managing the consequences of staff turnover
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Useful strategies...
• Using ICT to best effect, eg the office in a box• Rapid inductions• Learning and development on the job• Succession and continuity planning• Mechanisms to preserve institutional memory• Implementing the People In Aid Code• Employee engagement surveys, and follow up• And many more...
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Future priorities ?
• People In Aid research over the last year or so has highlighted some of the major challenges facing the HR function :
– Getting the basics right– Employee engagement– Building a culture of trust – living the values– Managing employee wellbeing (psychological,
economic and physiological)– Retention, talent management and succession
planning
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A need for...
Integrated, holistic thinking and planning
Consistency in values
Evidence based action
Strong leadership
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Contact us :
Ben Emmens [email protected]
People In Aid, Development House, 56-64 Leonard Street, London, UK,
EC2A 4JX
+44 (0)20 7065 0900
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