Retention

step 3 — implement strategies and solutions

In Step 3, you will discover strategies and solutions for each retention driver identified in Step 2. These are often programs and tools that are found in other sections of the Performance Solutions Website. Additional resources also are provided.

gREAT employer recognition

The Great Place to Work Institute says a great workplace is measured by the quality of three interconnected relationships: employees and management; employees and their jobs; and employees and other employees.

The Institute also names seven dimensions that are key to these relationships: Appreciation, Camaraderie, Credibility, Fairness, Growth Opportunities, Pride, and Respect. Some of these are included in other attributes to retention, discussed below.

Employment Branding

Development opportunities

Clearly identifying what competencies employees need to learn and selecting the right technique for learning that competency are essential. New employees need to be provided development opportunities so that they can grow into their jobs. Jobs change over time as processes, technology and techniques change. As jobs change and grow, more seasoned employees need to change with them.

Manager quality

How can you determine if a manager is a "quality manager?" There are several simple ways to answer this question. During exit interviews, ask employees how they would rate the management in the agency. On an engagement survey, include questions that are specific to the effectiveness of managers. If you are in a management role or in human resources, consider establishing a Bad Boss Program to identify ineffective supervisors.

People management

Does your organization have a good reputation for managing its most valuable resource? If you model the practices of organizations with excellent reputations for people management, you will cement your organization's reputation as an "employer of choice" and will promote the retention of your high-performing employees. It will go a long way towards helping you attract new ones, too.

Work-Life balance

According to Beverly Kaye and Sharon Jordan-Evans, "Today and from now on, organizations that are not family-friendly will definitely have a harder time getting their good people to stay." In their book, Love 'Em or Lose 'Em , they point out that talented employees do not have to look far to find family-friendly employers who offer such features as flexible work schedules, job-sharing, teleworking, and extended and creative parental leave programs. When rigid workplace policies cause family stress, people leave. Offering work/life options and being a family-friendly workplace is about more than merely establishing a set of policies. It shows respect for the diverse needs of employees at various stages in their lives.

Employee engagement

When employees are engaged in their jobs, they are happier and tend to stay with agencies longer. Below is a link to a survey that measures engagement in your organization, and shows how to analyze the results and become agents for change.

compensation

Compensation is a retention driver that affects state agencies. Although we have not yet reached the level of private sector pay, we do offer retention pay and in-range adjustments. In addition, the Total Rewards that state employees receive can be an effective retention factor when presented to employees.

High-performance awarded

Again, with limited funds, many agencies do not feel that they can reward high performance. But there are many ways to recognize an employee with little or no cost to the agency. Refer to the Rewards and Recognition section of the website for more information on how to show employees that they are appreciated.

Rewards and Recognition

future career opportunities

Another belief regarding state agencies is that there is little to no growth potential within their agencies. By helping employees develop and implement career paths and plans, we can help employees see the opportunities that are available.

job interest alignment

If you want to keep your employees around, keep them interested. Employees want to feel that they are doing good work that contributes to the organization, but they also want to make that contribution in a role that keeps them stimulated and engaged on a personal level. Jobs that do not make use of employees' strengths, skill sets and interests do not promote employee retention. .

REspect

Many managers have trouble yielding control to their employees. "Micro-managing" helps neither the manager nor the employee, creating more work for the manager and less job satisfaction for the employee. High-performing employees want to have ownership and influence over how and when their work gets done. This is especially true of the generation of employees entering the workforce today. They need to know that their managers have confidence in their abilities and respect for their contributions. Demonstrate your trust in high-performing employees with flexibility, independence and decision-making autonomy in their work assignments.

ethics

If your organization doesn't already have an ethics code or policy, develop one. If it has one, are your employees familiar with it? Though ethical practices may seem obvious to many, you cannot assume that all your employees are cognizant of unwritten or even established rules. Just as importantly, lead by example: exhibit ethical practices in your work and your work relationships on an every day basis.