AHR-PRM-5.9 Abbertons Human Resources Rev 0 – 01/11/06
E m p l l o y e e A t t t t r r a c t t i i o n & R e t t e n t t i i o n
W o r r k b o o k a n d A c t t i i o n P l l a n n e r r
Y o u r r N a m e : :
Y o u r r O r g a n i i s a t t i i o n : :
Copy [1] Commercial-in-Confidence
Employee retention work book & ACTION PLANNER
… 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.
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
Let’s get straight to it…
And here they are….
1.
2.
3.
4.
5.
6.
7.
8.
9.
Honest, frequent two way communication
Challenging, exciting work (intrinsic motivation)
Opportunities to grow and learn
Knowing that their work makes a difference
Being recognized and rewarded for performance
Some degree of control over their job.
Remuneration Package
Work/Life Balance
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
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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)?
need to get started
2 3 4 5 6 7 8 9
doing well here
2. Do you explore ways to provide challenging, exciting work (intrinsic motivation)?
need to get started
2 3 4 5 6 7 8 9
doing well here
3. Do you provide opportunities for your employees to grow and learn?
need to get started
2 3 4 5 6 7 8 9
doing well here
4. Do you regularly find ways to let your people know that their work makes a difference?
need to get started
2 3 4 5 6 7 8 9
doing well here
5. Do you have systems in place to recognise and reward for performance?
need to get started
2 3 4 5 6 7 8 9
doing well here
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
6. Do you provide your people with some degree of control over their job ?
need to get started
2 3 4 5 6 7 8 9
7. Do you know that you are offering competitive remuneration packages?
doing well here
need to get started
2 3 4 5 6
8. Does your organisation value a work/life balance?
need to get started
2 3 4 5 6
7
7
8
8
9
9
doing well here
doing well here
9. Job Security
need to get started
2 3 4 5 6 7 8 9
doing well here
10. Does your organisation have clear stated values and do you recruit for these values?
need to get started
2 3 4 5 6 7 8 9
doing well here
11. Do you have clarity of expectations expressed through a position description and ongoing performance management / career development sessions?
need to get started
2 3 4 5 6 7 8 9
doing well here
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).
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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.
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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.
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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.
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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 motivated to carry out the type of work on offer?
Cultural Fit
ACTION REQUIRED ?
Yes No
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
Do you have them ? Are you implementing them well?
ACTION REQUIRED?
Yes No
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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 leaders and managers
ACTION REQUIRED
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.
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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
Do you have one?
Internal Communication Systems face to face, print/email newsletters etc
ACTION REQUIRED?
Yes No
ACTION REQUIRED?
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
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
TOOLKIT
Action Plan Schedule
Action Item Who Date (by)
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Resources /Knowledge
Required
Employee retention work book & ACTION PLANNER
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)
4. ___________________________ 1 .___________________________________
2.___________________________________
3.___________________________________
5.____________________________
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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:
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
The Organisation:
(brief company history and outline)
Organisational Structure:
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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
Salary:
Probation:
Superannuation:
Review:
Holidays:
Sick Leave:
AWA EBA
4 weeks per year
10 days per year
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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.)
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
=
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
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au
Employee retention work book & ACTION PLANNER
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: __________________________
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350 Ph: (07) 45659 7111 email: office@abbertons.com.au