Employee Retention Workbook and Action Plan



Employee Attraction & Retention

Workbook and Action Planner

Your Name:

Your Organisation:

Welcome…

to the Abbertons Employee Retention Workbook and Action Planner. This tool has been designed to assist employers who are serious about attracting and retaining quality employees. You will also find that implementing your action plan will lead to increased results in other areas of your business, including the bottom line.

Where you see … ACTION REQUIRED ?

Yes No

Check the appropriate box as you go and use it later to fill in your ACTION PLAN template.

The next step involves implementing your action plan and reassessing on a regular basis.

You will find an accompanying MSExcel spreadsheet to use with the Self Survey in STEP 1.that will help you keep track of your progress.

No doubt you will uncover some areas in your business that you will want to improve. Please contact us to discuss your findings and how we can assist.

Tip: score your organisation on the self survey in Step 1 before you print the workbook out.

Let’s get straight to it…

And here they are….

1. Honest, frequent two way communication

2. Challenging, exciting work (intrinsic motivation)

3. Opportunities to grow and learn

4. Knowing that their work makes a difference

5. Being recognized and rewarded for performance

6. Some degree of control over their job.

7. Remuneration Package

8. Work/Life Balance

9. Job Security

10. Values Alignment

11. Clarity of expectations

The good news is that perhaps the only two that are out of the hands of Managers are:

12. Family/Personal Reasons

13. Retirement

STEP 1. Self Survey

How do you rate on the 11 manageable factors above?

On the scales provided rate your organisation from 1 to 10.

1 (need to get started) - 10 (Employees tell us we’re doing well here)

TIP: If you haven’t asked your employees lately it may be an

idea to ask them to take the survey.

(move the sliding scale and print out if necessary)

1. Honest, frequent two way communication (surveys, one on one feedback sessions etc)?

2 3 4 5 6 7 8 9

2. Do you explore ways to provide challenging, exciting work (intrinsic motivation)?

2 3 4 5 6 7 8 9

3. Do you provide opportunities for your employees to grow and learn?

2 3 4 5 6 7 8 9

4. Do you regularly find ways to let your people know that their work makes a difference?

2 3 4 5 6 7 8 9

5. Do you have systems in place to recognise and reward for performance?

2 3 4 5 6 7 8 9

6. Do you provide your people with some degree of control over their job?

2 3 4 5 6 7 8 9

7. Do you know that you are offering competitive remuneration packages?

2 3 4 5 6 7 8 9

8. Does your organisation value a work/life balance?

2 3 4 5 6 7 8 9

9. Job Security

2 3 4 5 6 7 8 9

10. Does your organisation have clear stated values and do you recruit for these values?

2 3 4 5 6 7 8 9

11. Do you have clarity of expectations expressed through a position description and ongoing performance management / career development sessions?

2 3 4 5 6 7 8 9

Your total score _________________

So, how did you go?

If you scored between 88 and 110 you are well on the way.

If you scored lower it’s time to set some goals in the areas you need to improve (areas you scored lower than 8).

(You can enter your scores into the Self Assessment spreadsheet for a graphical assessment).

STEP 2. Predictability Audit

How can you predict who is likely to leave?

Following are groups, activities, pre cursers and life events that can indicate that someone is prone to leave an organisation. Use this checklist to assess your current situation.

|Group |Possible Candidates |Comments / ACTIONS |

|20-30 age group are twice as likely to | | |

|leave an organisation | | |

| | | |

|Change of line manager significantly | | |

|increases turnover. | | |

| | | |

|Lack of employee engagement | | |

| | | |

|Reading job ads at work | | |

| | | |

|Enquiries about accrued time owing | | |

|termination entitlements | | |

| | | |

|Those whose career aspirations you are | | |

|unable to accommodate | | |

| | | |

|Look at timing of previous job changes for| | |

|individuals to identify a predictable | | |

|pattern. | | |

| | | |

|Assume that your best performers are being| | |

|approached with other offers. | | |

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|Pre cursers | | |

|Frequent time off or unusual dressing up | | |

| | | |

|Increased time on the internet | | |

| | | |

|A mentor, friend or manager left your | | |

|organisation recently | | |

| | | |

|Reorganisation of the business | | |

| | | |

|Employee no longer volunteers | | |

| | | |

|Life events | | |

|Last child graduates | | |

| | | |

|About to receive a new qualification they | | |

|have been working towards | | |

| | | |

|A recent divorce | | |

| | | |

|Rejected for a promotion | | |

| | | |

|Having children on the horizon | | |

Other methods

Another common situation under which you will gain valuable information regarding at risk employees is through one on one conversations between yourself and other team members with whom you have good relationships.

What Now?

What ACTION items have you identified in this process?

Also consider:

• The skill shortage means that more than ever it may be difficult to find

replacements at short notice.

• What else can I do to know how my employees are thinking?

• Do you have multi-skilled people who can move across into

positions that may become vacant

• Do you have succession plans in place to replace senior positions?

• If you have the right people on board, are you investing

enough in training?

Transfer your list of ACTION items to the ACTION Planner.

STEP 3. Keys to Improvement

Recruitment Processes

Position Descriptions

Accurate position descriptions that set up real expectations on both sides.

• Have a position description that accurately describes and communicates the employees role in achieving company goals, their KPI’s (measured performance standards and a person description).

• A position description is an evolving document. Take the opportunity to review a position description each time you recruit for that position and at performance reviews in consultation with the employee.

Do you have position descriptions for every position in ACTION REQUIRED?

your organisation? Yes No

Tip: Use our position description template to create your position

descriptions.

Job Interview

Are the people conducting your interviews skilled in the most ACTION REQUIRED?

reliable recruitment techniques such as behavioural interviewing? Yes No

Job Fit

Can you identify whether or not a candidate is intrinsically ACTION REQUIRED?

motivated to carry out the type of work on offer? Yes No

Cultural Fit

Do you know what drives your organisation? Consider both the ACTION REQUIRED?

obvious stated drivers as well as the underlying ones AND do Yes No

you have them written down?

Induction, Policies and Procedures Manuals/Processes ACTION REQUIRED?

Do you have them? Are you implementing them well? Yes No

Increasing Management Capabilities

Improving the skills of business owners and managers to manage these issues in a diversifying workplace is no small challenge. We are now seeing three generations of workers together (baby boomers, Gen X and Gen Y) with different values and world views. How on earth do you manage these people towards company vision and goals.

The answer…

lies in increasing the competency of your managers and understanding your employees as individuals. Take time to understand the individuals in your organisation. Use this information to tailor development, incentives, the amount of attention an employee needs and provide them with an understanding of their value to the organisation.

Will you be able to stop people leaving your organisation completely? No, and you never will but with the right tools and skills you will definitely be able to increase your retention. You will also develop a culture and reputation in the market that attracts other skilled, talented people.

Management Skills and Tools – Your Options

Increasing emotional intelligence of ACTION REQUIRED

leaders and managers Yes No

Establish Values Alignment ACTION REQUIRED

Yes No

Market Research

What are the job acceptance criteria?

What do they want more of and less of on their current job?

What are the triggers that cause them to consider leaving their current job?

Why do people leave?

o Focus groups with your team

o Pulse surveys

• exit surveys – post exit surveys

• post hire surveys

• satisfaction surveys

• engagement surveys

• development surveys ACTION REQUIRED

Yes No

WARNING!

If you do run a survey you must act on the results or you run

the risk of decreased staff morale, trust and belief.

When you use surveys you must:

• Measure the results

• Devise an action plan

• Implement your action plan

• Effect changes

• Re-measure

How do you know that the changes you made are working?

Wait for a period of about 6 months and run a follow up survey

and compare the results to your initial survey.

Performance Management / Career Development System ACTION REQUIRED?

Do you have one? Yes No

Internal Communication Systems ACTION REQUIRED?

face to face, print/email newsletters etc Yes No

Incentive Programs

Considerations: achieving company goals and ACTION REQUIRED?

individual motivators. Yes No

Mentoring

Use when there are knowledge and ability gaps ACTION REQUIRED?

Yes No

Coaching ACTION REQUIRED?

Use when there is a personal performance gap (self belief etc) Yes No

TOOLKIT

Action Plan Schedule

|Action Item |Who |Date (by) |Resources /Knowledge Required |

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Simple Values Identification and Alignment

To achieve the best results in retention and productivity there needs to be alignment between the values of your organisation ant those of the people in it. This does not mean that they must be exactly the same but that each must be able to contribute to the other being met.

Example of alignment

Company values - work/life balance Employee values - time spent with family

Implications – expectation of working Implications – the employee is happy to

productively within reasonable hours perform and produce results during usual

working hours.

Example of Misalignment

Company values - maximum performance Employee values - time spent with family

Implications –expectation of long hours, Implications – not enough time for family.

weekend work Likely candidate for exiting the organisation

The Organisation

Have the top decision makers (Owners, Senior Managers) make a list of the things that are important to the organisation – The over riding values that the organisation lives by.

1.______________________________ 4.________________________________

2.______________________________ 5.________________________________

3.______________________________

The Employees

When recruiting new employees ask them what is important to them personally and in the workplace. Assess whether there is alignment between that and your organisational values.

Example.

Write down the top 5 things that are important to you personally (that you value)

1.___________________________________ 4. ___________________________

2.___________________________________ 5.____________________________

3.___________________________________

Position Description Template

Position Description

The Organisation:

Position Name:

Successful Candidate:

Start Date:

Employment Status:

Hours:

Supervisors Title:

Number & Level

of Subordinates:

Work Conditions: (include details of the work environment, noise , air or other pollutions )

Transportation:

Travel Required:

The Organisation:

(brief company history and outline)

Organisational Structure:

Position Purpose:

(brief concise statement regarding the purpose of this position in the organisation)

Immediate Challenges/focus

Interpersonal Relationships:

Internal:

External:

Key Performance Indicators:

(these are the performance indicators against which you will assess the incumbent’s performance).

KPI. 1

KPI 2

KPI 3

KPI 4

KPI 5

Major Responsibilities:

Responsibilities and essential job functions include but are not limited to the following:

(include details of any aspects that may be affected by medical condition eg lifting, bronchial conditions etc)

•

•

•

•

•

• Comply with all company policies and procedures

• Comply with all relevant legislation

Salary and Conditions:

Award AWA EBA

Salary:

Probation:

Superannuation:

Review:

Holidays: 4 weeks per year

Sick Leave: 10 days per year

Person Specification

Essential Minimum Requirements

(Those characteristics considered absolutely necessary)

The incumbent must have:

Abilities &Skills - Competencies

•

Experience

•

Knowledge

•

Education & Qualifications

•

Person Requirements (eg values, emotional intelligence, drive, energy level, compliant. These are critical – remember skills can be taught these are much more difficult to change.)

•

=

Desirable Characteristics

(To distinguish between applicants who have met all essential requirements)

The incumbent will ideally have:

Skills & Experience

•

Education & Qualifications

•

Selection Criteria (list the top 5 or so selection criteria for this position. Skills, knowledge, personal attributes including values)

SC.1

SC.2

SC. 3

SC. 4

SC. 5

Successful person to sign this PD to go with Letter of Offer.

I ______________________________declare that I have no known medical condition or impairment that will effect my ability to carry out this position or be aggravated by carrying out this position. Failure to declare such conditions may result in my having to show cause why my position should not be terminated.

Failure to answer honestly could be regarded as fraudulent.

Signed:_____________________________ Witness:_________________________

Name:_______________________________ Name: __________________________

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The reasons why people Accept and Quit jobs or Increase their productivity are all remarkably similar. Most of them are easy to do and Managers generally control them.

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

need to get started

doing well here

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