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2008 isee User Conference Burlington Vermont October 9-10, 2008

2008 isee User Conference Burlington Vermont October 9-10, 2008 Quantifying, Linking and Modeling Soft Variables Prof Kevin Austin Janelle Edgar kevin.austin@enzymeinternational.com.au janelle.edgar@enzymeinternational.com.au.

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2008 isee User Conference Burlington Vermont October 9-10, 2008

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  1. 2008 isee User Conference Burlington Vermont October 9-10, 2008 Quantifying, Linking and Modeling Soft Variables Prof Kevin Austin Janelle Edgar kevin.austin@enzymeinternational.com.au janelle.edgar@enzymeinternational.com.au If any information or ideas are used please acknowledge the source.

  2. Flows & Dashboard Profit Value Model & Dashboard Value Model & Dashboard Rev Exp Channels Dynamic Modelling Financial Process Technology Staff Policy & Strategy Stakeholders Model Model Model In Data Out Resources CPU Retention Model & Dashboard Retention Model & Dashboard Impact & Dashboard Process Dashboard Financial Dashboard Technology Dashboard Business Simulator

  3. Staff Loss & Retention Drivers Loss Drivers / Negative Loss Driver 1 X% X(0-10) Loss Driver 2 X% X (0-10) Loss Driver 3 X% X (0-10) Loss Driver 4 X% X (0-10) Loss Driver 5 X% X (0-10) … Retention Drivers / Positive Retention Driver 1 X% X (0-10) Retention Driver 2 X% X (0-10) Retention Driver 3 X% X (0-10) Retention Driver 4 X% X (0-10) Retention Driver 5 X% X (0-10) … Impact Weight Mgt Perf Score Impact Weight Mgt Perf Score 100% 100% - 100 + 100 • Discover the Drivers • Identify the Loss & Retention Drivers • Apply the weights • Impact weight assigned to each Driver. • Addition of impact weights = 100% • Assign Management Performance Scores • Score between 0-10, where 0 = Very Poor and 10 = Outstanding

  4. Identify the Employee Retention Index Loss Drivers / Negative Loss Driver 128 x 3.2 / 10 = 28 x 0.32 = 9.0 Loss Driver 2 25 X 3.4 / 10 = 25 x 0.34 = 8.5 Loss Driver 3 21 x 4.2 / 10 = 21 x 0.42 = 8.8 Loss Driver 4 16 x 4.5 / 10 = 16 x 0.45 = 7.2 Loss Driver 5 10 x 3.9 / 10 = 10 x 0.39 = 3.9 Impact Weight % Mgt Perf Score Loss Index The Loss Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Loss Drivers. The Staff Loss Driver Index was - 63 out of a possible maximum - 100. The + 37 calculation on the left is subtracted from 100 and the sign changed as it is really out of – 100 not +100. (100 – 37 = 63 …change the sign = - 63) This is done because extreme goodness is actually zero and extreme badness is – 100). Total = 37 Retention Drivers / Positive Loss Driver 127 x 3.2 / 10 = 27 x 0.32 = 8.6 Loss Driver 2 22 X 5.1 / 10 = 22 x 0.51 = 11.2 Loss Driver 3 19 x 4.3 / 10 = 19 x 0.43 = 8.2 Loss Driver 4 17 x 4.6 / 10 = 17 x 0.46 = 7.8 Loss Driver 5 15 x 4.3 / 10 = 15 x 0.43 = 6.5 Impact Weight % Mgt Perf Score Retention Index The Retention Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Retention Drivers. The Staff Retention Driver Index was + 42 out of a possible maximum +100. Total = 42

  5. Identify the Employee Retention Index Loss Drivers / Negative 28 x 3.2 / 10 = 28 x 0.32 = 9.0 25 X 3.4 / 10 = 25 x 0.34 = 8.5 21 x 4.2 / 10 = 21 x 0.42 = 8.8 16 x 4.5 / 10 = 16 x 0.45 = 7.2 10 x 3.9 / 10 = 10 x 0.39 = 3.9 Impact Weight % Mgt Perf Score Loss Index Culture of stress, bullying, pressure The Loss Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Loss Drivers. The Staff Loss Driver Index was - 63 out of a possible maximum - 100. The + 37 calculation on the left is subtracted from 100 and the sign changed as it is really out of – 100 not +100. (100 – 37 = 63 …change the sign = - 63) This is done because extreme goodness is actually zero and extreme badness is – 100). Too much work Lack of appreciation, recog’n, reward or valuing Poor management & leadership competency Lack of career pathways & opps for development Total = 37 Retention Drivers / Positive 27 x 3.2 / 10 = 27 x 0.32 = 8.6 22 X 5.1 / 10 = 22 x 0.51 = 11.2 19 x 4.3 / 10 = 19 x 0.43 = 8.2 17 x 4.6 / 10 = 17 x 0.46 = 7.8 15 x 4.3 / 10 = 15 x 0.43 = 6.5 Impact Weight % Mgt Perf Score Retention Index Sufficient resources & balanced workload The Retention Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Retention Drivers. The Staff Retention Driver Index was +42 out of a possible maximum +100. Proactive, supportive, Decisive leaders & mgrs Career development & opps Clear vision, values, direction Value me / my contributions apprec’n, recog’n & reward Total = 42

  6. Net Employee Retention Index

  7. Financial Impact

  8. Loss & Retention Drivers Link between Retention & Financial Model

  9. Retention Modelling Console

  10. Financial Impact Console

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