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Developing A Culture of Retention PowerPoint Presentation
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Developing A Culture of Retention

Developing A Culture of Retention

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Developing A Culture of Retention

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    1. 1

    2. 2 Agenda Foundational Material Why Retention Is An Important Issue What A Culture of Retention Looks Like Characteristics of a Culture of Retention The Importance of A Culture of Retention Culture of Retention Strategy Framework Retention Strategies and Tools Other Considerations Conclusion

    3. 3 U.S. Merit Systems Protection Board: The Power of Federal Employee Engagement (Sept 2008) Herzberg: Two-Factor Theory Center For Talent Retention: Engaging and Retaining Employees FISC Norfolk: Do You Know Your Workforce? SCC Conference, June 2009 Foundational Material

    4. 4 U.S. Merit Systems Protection Board: The Power of Federal Employee Engagement (Sept 2008) We have found evidence that a heightened connection, or engagement, between Federal employees and their organization that surpasses job satisfaction is related to better organizational outcomes As Federal agencies face stiff competition for new talent, employee engagement strategies may help them to attract the best new employees available and retain the talented employees already on board. By fully engaging their employees as recommended, agencies can improve their operations despite a highly competitive labor market Engaged employees have less intention to leave their current agency, use less sick leave, and work in agencies that produce better programmatic results Foundational Material

    5. 5 Foundational Material Herzberg's Two-Factor Theory There are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It is the presence of de-motivators (job dissatisfaction) AND the absence of motivators (no job satisfaction) that cause employees to jump ship. * * Merge Gupta-Sunderji (Employee Retention and Turnover: The Real Reasons Employees Stay or Go)

    6. 6 Center For Talent Retention: Engaging and Retaining Employees To increase employee engagement and create a strong desire to want to perform, you must be able to create a work situation which is a good fit for an employees most critical needs. Each person has a set of most critical needs, which when achieved within their current work situation causes them to engage, perform, and want to stay. Some of these needs are directly related to the work they do every day. Some of these needs are wrapped around what their direct manager does or doesnt do. Other needs are impacted by the work environment and what the organization offers. Our management challenge is to understand each employees most critical needs, how it is really going, and then take action to make the appropriate changes to increase the fit between what is most critical and the employees current work situation. Foundational Material

    7. 7 FISC Norfolk: Do You Know Your Workforce? All generations are motivated by Money, but Generation Y and X value time off more Beyond the Generation, the stage of life a person is in dictates their identity, as well All generations like their hard/good work to be acknowledged, anything from a Thank you to a reward Foundational Material

    8. 8 Why Retention Is An Important Issue OPM estimates that 60 percent of the Federal Governments General Schedule employees, and 90 percent of the Senior Executive Service, will be eligible to retire by 2016. * Competition from other government contracting offices * U.S. Merit Systems Protection Board - The Power of Federal Employee Engagement September 2008

    9. 9 What A Culture of Retention Looks Like Where employees find personal meaning in their work, take pride in what they do and where they do it, and have the feeling that their organization values them Also includes things such as competitive pay and benefits along with a healthy work-life balance

    10. 10 Characteristics of a Culture of Retention Highly engaged employeesthose who have some type of heightened connection to their work, their organization, or the people they work for that causes them to produce better results for the organization Can be heard speaking positively about their organization Have attitudes that indicate a passion for the work Have a strong desire to be a member of the organization Have a sense of true ownership in the organization Consistently deliver high quality work products Are willing to exert extra effort to contribute to the organizations success

    11. 11 The Importance of A Culture of Retention Higher organizational productivity Inverse relationship to employee turnover About a quarter of disengaged employees are actively seeking other employment, which is 10 times the rate of highly engaged workers * High engagement does not necessarily guarantee retention, but it increases the chances of retaining the very people who are going to be the most attractive to other employers * U.S. Merit Systems Protection Board - The Power of Federal Employee Engagement September 2008

    12. 12 NAVSUP CCM Culture of Retention Strategy Framework

    13. 13 NAVSUP CCM Culture of Retention Strategy Framework

    14. 14 Retention Strategies and Tools Critical Needs Assessment Worksheet

    15. 15 Retention Strategies and Tools Integrate & Engage New Employees Ninety percent of employees decide whether or not they will stay at an organization or begin looking for a new job during their first six months on the job * A 2003 study by Hewitt Associates found that companies that invested the most time and resources in onboarding enjoyed the highest levels of employee engagement *

    16. 16 Retention Strategies and Tools Identify and Work To Meet Employee Critical Needs Each person has a set of most critical needs, that when met within their current work situation causes them to engage, perform, and want to stay * The challenge to managers and supervisors is to understand each employees most critical needs, how it is really going, and then take action to make the appropriate changes to increase the fit between what is most critical and the employees current work situation *

    17. 17 Retention Strategies and Tools Continue Developing Great First Line Supervisors Research shows that employees may tell employers they are leaving their current position for more money, but when the same employees are surveyed by an independent researcher, the reason they reveal for finding a new job has to do with a poor relationship with the current employer. As one researcher said, "People don't quit jobs; they quit managers *

    18. 18 Recognition and understanding of diversity throughout the workforce plays a role in a culture of retention because it can influence the extent to which people are understood, utilized and valued in the workplace For the first time in history, companies are employing four, and in some cases, five generations in their workforces. This means 20-somethings could be working next to colleagues nearly 50 years their senior, with different experiences, points of view and cultural references Culture is a driving force behind human behavior and impacts behavior, morale and productivity at work. Retention Strategies and Tools Understand Generational & Other Diversity Differences

    19. 19 Other Considerations Stimulate employee commitment Establish a clear line of employee-to-enterprise sight Mentor employees Measure engagement

    20. 20 Other Considerations Additional Important Research Required Recruiting to get a good person-to-job fit Job structure / design

    21. 21 A culture of retention promotes a sense of inclusion, belonging and purpose to the workforce As employees find personal meaning in their work, take pride in what they do and where they do it, and have the feeling that their contracting office values them, their engagement increases, along with the likelihood that they will be stable employees of the NAVSUP enterprise Conclusion

    22. 22 BACKUP

    23. 23 NAVSUP CCM Culture of Retention Engagement Survey