AHR-PRM-5.9
Abbertons Human Resources
Rev 0 – 01/11/06
Employee Attraction & Retention
Workbook and Action Planner
Your Name:
Your Organisation:
Copy [1]
Commercial-in-Confidence
Employee retention work book & ACTION PLANNER
Welcome…
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: [email protected]
Employee retention work book & ACTION PLANNER
Let’s get straight to it…
The reasons why people Accept and Quit jobs or Increase their productivity
are all remarkably similar. Most of them are easy to do and Managers generally
control them.
And here they are….
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
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
Values Alignment
Clarity of expectations
The good news is that perhaps the only two that are out of the hands of Managers are:
12.
13.
Family/Personal Reasons
Retirement
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350
Ph: (07) 45659 7111
email: [email protected]
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
doing well here
2
3
4
5
6
7
8
9
2. Do you explore ways to provide challenging, exciting work (intrinsic motivation)?
need to get started
doing well here
2
3
4
5
6
7
8
9
3. Do you provide opportunities for your employees to grow and learn?
need to get started
doing well here
2
3
4
5
6
7
8
9
4. Do you regularly find ways to let your people know that their work makes a difference?
need to get started
doing well here
2
3
4
5
6
7
8
9
5. Do you have systems in place to recognise and reward for performance?
need to get started
doing well here
2
3
4
5
6
7
8
9
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350
Ph: (07) 45659 7111
email: [email protected]
Employee retention work book & ACTION PLANNER
6. Do you provide your people with some degree of control over their job?
need to get started
doing well here
2
3
4
5
6
7
8
9
7. Do you know that you are offering competitive remuneration packages?
need to get started
doing well here
2
3
4
5
6
7
8
9
8. Does your organisation value a work/life balance?
need to get started
doing well here
2
3
4
5
6
7
8
9
2
3
4
5
6
7
8
9
9. Job Security
need to get started
doing well here
10. Does your organisation have clear stated values and do you recruit for these values?
need to get started
doing well here
2
3
4
5
6
7
8
9
11. Do you have clarity of expectations expressed through a position description and
ongoing performance management / career development sessions?
need to get started
doing well here
2
3
4
5
6
7
8
9
Your total score _________________
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: [email protected]
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: [email protected]
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: [email protected]
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: [email protected]
Employee retention work book & ACTION PLANNER
STEP 3. Keys to Improvement
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
your organisation?
ACTION REQUIRED?
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
reliable recruitment techniques such as behavioural interviewing?
ACTION REQUIRED?
Yes
No
Job Fit
ACTION REQUIRED?
Yes
No
Can you identify whether or not a candidate is intrinsically
motivated to carry out the type of work on offer?
Cultural Fit
Do you know what drives your organisation? Consider both the
obvious stated drivers as well as the underlying ones AND do
ACTION REQUIRED?
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: [email protected]
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: [email protected]
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?
ACTION REQUIRED?
Yes
No
Internal Communication Systems
face to face, print/email newsletters etc
ACTION REQUIRED?
Yes
No
Incentive Programs
Considerations: achieving company goals and
individual motivators.
ACTION REQUIRED?
Yes
No
Mentoring
Use when there are knowledge and ability gaps
ACTION REQUIRED?
Yes
No
Coaching
Use when there is a personal performance gap (self belief etc)
ACTION REQUIRED?
Yes
No
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350
Ph: (07) 45659 7111
email: [email protected]
Employee retention work book & ACTION PLANNER
TOOLKIT
Action Plan Schedule
Action Item
Who
Date (by)
Resources /Knowledge
Required
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350
Ph: (07) 45659 7111
email: [email protected]
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
Implications – expectation of working
productively within reasonable hours
Employee values - time spent with family
Implications – the employee is happy to
perform and produce results during usual
working hours.
Example of Misalignment
Company values - maximum performance
Implications –expectation of long hours,
Employee values - time spent with family
Implications – not enough time for family.
Likely candidate for exiting the organisation
weekend work
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)
1.___________________________________
4. ___________________________
2.___________________________________
5.____________________________
3.___________________________________
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350
Ph: (07) 45659 7111
email: [email protected]
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: [email protected]
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: [email protected]
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: [email protected]
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
AWA
EBA
Salary:
Probation:
Superannuation:
Review:
Holidays:
4 weeks per year
Sick Leave:
10 days per year
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350
Ph: (07) 45659 7111
email: [email protected]
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: [email protected]
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: [email protected]
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:_____________________________
Name:_______________________________
Witness:_________________________
Name: __________________________
________________________________________________________________________________________
152 Margaret Street, Toowoomba Qld 4350
Ph: (07) 45659 7111
email: [email protected]