Attracting and Retaining
Human Capital
David Lofquist, HR Director for Russia, ExxonMobil
1
Employee Engagement
Discretionary Effort
An employees willingness to go
above and beyond the call of duty
such as helping others with heavy
workloads, volunteering for additional
work, etc.
Employee Engagement
The extent to which employees
commit to their organization, how
hard they work and how long they
stay as a result of that commitment
Organizational
Performance
Intent to Stay
The employees desire to stay with
the organization, based on whether
he or she intends to look for a new
job, frequently thinks of quitting, or is
actively looking for a job
2
Attraction and Retention Drivers
Top Global Drivers
of Attraction
•
Compensation
•
Work-Life Balance
•
Ethics & Respect
Top Global Drivers
of Attrition
•
Compensation
•
Future Career
Opportunities
•
Development
Opportunities
•
Supv / Mgr Quality
•
Stability
•
People Management
•
People Management
•
Stability
•
Supv / Mgr Quality
•
Work-Life Balance
•
Recognition
•
Work Environment
3
Employee Values
Future Career Opportunities
Development Opportunities
Stability
Compensation
Supv. / Mgr. Quality
People Management
Rewards
Opportunities
People
Work
4
Recognition
Work Environment
Work-Life Balance
People
• Enable employees to contribute to
organizational success
• Provide clear goals and direction, instill
ownership
• Provide routine informal feedback
• Enable team feedback to augment supervisory
feedback
5
Work
• Provide relevant, customized and timely
recognition for teams and individuals
• Ensure mutual trust and respect, open
communication
• Facilitate meaningful peers interaction to
enhance productivity
• Promote work/life balance and ensure
flexible workplace programs are available
and supported
6
Opportunities
• Provide line managers with communication
guidelines to effectively communicate around
organizational stability
• Demonstrate trustworthiness by delivering
against career expectations
• Help employees reach personal development
goals
• Work experiences contribute to professional
growth and development (technical and
leadership) in line with business needs
7
Rewards
• Long-term, career orientation
• Rewards performance, experience, and
responsibility
• Provide externally competitive Total
Remuneration (TR) package
• Employees understand the remuneration
philosophy and underlying principles
8
Summary / Key Strategies
• Restart Career paths to avoid attrition
• Provide Development, not Just Promotions
• Realize the Full Value of your Total
Remuneration program through improved
Communication
• Enable Peer-Driven engagement and
Productivity
• Develop an Internal Informal Feedback Process
9