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Maximizing retention and minimizing attrition,[object Object],by Toronto Training and HR ,[object Object],March 2011,[object Object]
Contents,[object Object],	3-4 Introduction to Toronto 	Training and 		HR,[object Object],	5-7	Definitions,[object Object],	8-10	Costs of attrition,[object Object],	11-17	Reasons for leaving,[object Object],	18-21	Improving morale and motivation,[object Object],	22-25	Drivers of employee commitment 		and retention,[object Object],	26-27	Handling a resignation,[object Object],28-29	Interview mistakes,[object Object],	30-31	Job satisfaction,[object Object],32-33	Retaining female employees after 		maternity,[object Object],34-41	Exit interviews,[object Object],42-47	Managing turnover,[object Object],48-49	Drill A,[object Object],50-86	Examples,[object Object],87-88	Drill B,[object Object],90-98	Case studies,[object Object],99-100	Conclusion and questions,[object Object],Page 2,[object Object]
Page 3,[object Object],Introduction,[object Object]
Page 4,[object Object],Introduction to Toronto Training and HR,[object Object],Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden ,[object Object],10 years in banking,[object Object],10 years in training and human resources,[object Object],Freelance practitioner since 2006,[object Object],The core services provided by Toronto Training and HR are:,[object Object],[object Object]
Training course delivery-  Reducing costs,[object Object],[object Object]
Improving employee engagement & morale
Services for job seekers,[object Object]
Page 6,[object Object],Definitions 1 of 2,[object Object],Employee turnover,[object Object],Retention,[object Object]
Page 7,[object Object],Definitions 2 of 2,[object Object],Measuring employee turnover,[object Object],Measuring retention,[object Object]
Page 8,[object Object],Costs of attrition,[object Object]
Page 9,[object Object],Costs of attrition 1 of 2,[object Object],Administration of the resignation,[object Object],Recruitment and selection costs, including administration ,[object Object],Covering the post during the period in which there is a vacancy,[object Object],Onboarding training for the new employee,[object Object]
Page 10,[object Object],Costs of attrition 2 of 2,[object Object],Studies have shown it costs:,[object Object],Up to 18 months’ salary to lose and replace a manager or professional,[object Object],Up to six months’ salary to lose and replace an hourly worker,[object Object]
Page 11,[object Object],Reasons for leaving,[object Object]
Page 12,[object Object],Reasons for leaving 1 of 6,[object Object],HUMAN FACTORS,[object Object],Quality supervision (support, feedback,,[object Object],communication),[object Object],Frequent people contact,[object Object],Co-worker support,[object Object],Mentoring and coaching,[object Object],Fair treatment,[object Object],Teamwork,[object Object],Assistance when mistakes are made,[object Object]
Page 13,[object Object],Reasons for leaving 2 of 6,[object Object],HUMAN FACTORS,[object Object],Communication,[object Object],Support when personal problems arise,[object Object],Meaningful, positive feedback,[object Object],Co-workers who care about doing a good job ,[object Object],A sense of belonging and friendship,[object Object],Inspiring leadership ,[object Object],Properly managed critical feedback and discipline,[object Object],Doing work that makes a difference and helps others,[object Object]
Page 14,[object Object],Reasons for leaving 3 of 6,[object Object],ENVIRONMENTAL FACTORS,[object Object],Input into decisions that affect the employee,[object Object],Meaningful performance appraisals,[object Object],Scope of work and job variety,[object Object],Clarity of duties and expectations,[object Object],Fair / competitive wages and benefits,[object Object],Time away from work for family and personal lives,[object Object],Safety,[object Object],Recognition, rewards and acknowledgements,[object Object],Having the materials, equipment and technology needed,[object Object]
Page 15,[object Object],Reasons for leaving 4 of 6,[object Object],ENVIRONMENTAL FACTORS,[object Object],Job security,[object Object],Hours of work (schedule),[object Object],Autonomy and independence,[object Object],Flexible hours,[object Object],Opportunity to learn new skills and be challenged,[object Object],Training and career development opportunities,[object Object]
Page 16,[object Object],Reasons for leaving 5 of 6,[object Object],EMPLOYEES,[object Object],1. Lack of trust in senior leaders,[object Object],2. Insufficient pay,[object Object],3. Unhealthy/undesirable culture,[object Object],4. Lack of honesty/integrity/ethics,[object Object],5. Lack of opportunity for training and development,[object Object]
Page 17,[object Object],Reasons for leaving 6 of 6,[object Object],EMPLOYERS,[object Object],1. Insufficient pay,[object Object],2. Unexpected job/career opportunity,[object Object],3. Decision to change careers,[object Object],4. Lack of work-life balance,[object Object],5. Lack of opportunity for training and development,[object Object]
Page 18,[object Object],Improving morale and motivation,[object Object]
Page 19,[object Object],Improving morale and motivation 1 of 3,[object Object],Ensure challenges and learning opportunities on the job,[object Object],provide training and development opportunities,[object Object],Ensure job expectations and performance standards are,[object Object],clear, reasonable and understood,[object Object],Advocate for adequate wages and benefits,[object Object],Maximize employee involvement in making decisions,[object Object],e.g. Ask employees for their ideas on how to improve,[object Object],retention,[object Object],Establish trust among colleagues and of the supervisor Walk your talk,[object Object]
Page 20,[object Object],Improving morale and motivation 2 of 3,[object Object],Work toward removing barriers that interfere with doing things well and efficiently (e.g., change policies, procedures and practices that are too rigid, out-dated, unclear or bureaucratic),[object Object],Listen to and validate concerns-ask employees to propose,[object Object],solutions to the problems they present,[object Object],Be creative with the ways in which you reward good effort and performance-say “thank you”,[object Object],Provide honest, constructive critical feedback,[object Object],Deal with problem performance and “problem employees” with fairness, humanity, consistency and courage,[object Object]
Page 21,[object Object],Improving morale and motivation 3 of 3,[object Object],Deal with conflict as soon as you are aware it exists-name underground issues and support the group to resolve them,[object Object],Communicate directly and honestly-give people accurate information about plans and changes as soon as possible,[object Object]
Page 22,[object Object],Drivers of employee commitment and retention,[object Object]
Page 23,[object Object],Drivers of employee commitment and retention 1 of 3,[object Object],I feel my career goals can be met at this employer,[object Object],I feel a sense of belonging at work,[object Object],My work gives me a sense of accomplishment,[object Object],I am paid fairly ,[object Object],Senior leaders treat employees as valuable assets,[object Object],People are rewarded for their performance,[object Object],I can balance my work and life,[object Object],I receive recognition for my accomplishments,[object Object],My supervisor supports me,[object Object]
Page 24,[object Object],Drivers of employee commitment and retention 2 of 3,[object Object],Senior management interest in employee wellbeing,[object Object],Opportunities to learn and develop new skills,[object Object],Base salary,[object Object],My manager understands what motivates me,[object Object],Satisfaction with organization’s people decisions,[object Object],Retirement options,[object Object],Senior management acts to ensure the organization’s long-term success,[object Object]
Page 25,[object Object],Drivers of employee commitment and retention 3 of 3,[object Object],Fairly compensated compared to others doing similar work in my organization,[object Object],Appropriate amount of decision-making authority to do my job well,[object Object],Reputation of organization as a good employer,[object Object]
Page 26,[object Object],Handling a resignation,[object Object]
Page 27,[object Object],Handling a resignation,[object Object],No surprises,[object Object],No dishonesty,[object Object],No dependence,[object Object],No non-competes,[object Object],No selfishness,[object Object],No defamation ,[object Object]
Page 28,[object Object],Interview mistakes,[object Object]
Page 29,[object Object],Interview mistakes,[object Object],Ignorance,[object Object],Inattention,[object Object],Verbosity,[object Object],Inconsistency,[object Object],Aimlessness,[object Object],Mismanagement,[object Object],Procrastination,[object Object]
Page 30,[object Object],Job satisfaction,[object Object]
Page 31,[object Object],Job satisfaction,[object Object],1. Work that is challenging or meaningful,[object Object],2. Being valued and respected,[object Object],3. A good boss,[object Object],4. A chance to learn and grow,[object Object],5. Fair pay,[object Object]
Page 32,[object Object],Retaining female employees after maternity,[object Object]
Page 33,[object Object],Retaining female employees after maternity,[object Object],Great policies are essential,[object Object],Invest in both manager and employee training,[object Object],Agree a timescale with appropriate times of contact to keep women in the business loop on their own terms,[object Object],Coaching can boost managers’ skills and reveal unconscious biases,[object Object],Make sure that the actions of line managers support family-friendly policies,[object Object],“Keeping in touch” days are good for re-engaging returning staff,[object Object]
Page 34,[object Object],Exit interviews,[object Object]
Page 35,[object Object],Exit interviews 1 of 7,[object Object],WHY CONDUCT THEM?,[object Object],Organizational health check,[object Object],Reduce employee turnover ,[object Object],PR tool to recruit applicants in the future,[object Object]
Page 36,[object Object],Exit interviews 2 of 7,[object Object],PREPARATION,[object Object],Select the person carefully who will be undertaking the exit interview,[object Object],Ask the right question,[object Object],Don’t ask employees to complete long forms written in a questionnaire style,[object Object],The interview should be about them ,[object Object],Time the interview,[object Object],Don’t blow up,[object Object],Use the information collected ,[object Object]
Page 37,[object Object],Exit interviews 3 of 7,[object Object],TIPS FOR SUCCESS,[object Object],Prepare goals for the exit interview meeting in advance, including selected questions and topics for exploration,[object Object],Hold the meeting early in the departing,[object Object],employee’s notice period – don’t leave until the last few days when possibly de-mob happy,[object Object],Carry out knowledge transfer meeting(s),[object Object],separately to the exit interview itself,[object Object]
Page 38,[object Object],Exit interviews 4 of 7,[object Object],TIPS FOR SUCCESS,[object Object],Follow documented and established exit,[object Object],interview procedures,[object Object],Receive training in interviewing and listening skills, and how to avoid the basic legal pitfalls,[object Object],Conduct exit interview face to face –for better communications,[object Object],Listen to the employee and let them do the,[object Object],talking, from prompts and questions,[object Object]
Page 39,[object Object],Exit interviews 5 of 7,[object Object],TIPS FOR SUCCESS,[object Object],Remain calm, professional, supportive and,[object Object],objective,[object Object],Ask questions that elicit views, feedback and answers,[object Object],Ask open ‘what/how/why’ questions rather,[object Object],than closed ones,[object Object],Avoid using ‘who’ questions or becoming,[object Object],too personal,[object Object]
Page 40,[object Object],Exit interviews 6 of 7,[object Object],TIPS FOR SUCCESS,[object Object],Take notes or use a prepared questionnaire,[object Object],Be consistent, so that everyone leaving the,[object Object],company is offered an exit interview, even,[object Object],those who are redundant, retiring etc.,[object Object],Take action on what is learned from the,[object Object],information and feedback, particularly as,[object Object],trends emerge,[object Object]
Page 41,[object Object],Exit interviews 7 of 7,[object Object],TIPS FOR SUCCESS,[object Object],Inform the exiting employee of your desire to collect information that could help improve working conditions,[object Object],Ask if the employee prefers talking with you (if you are the supervisor) or someone else, such as another human resources person or a line manager,[object Object],Ask the employee to discuss any issues that would be useful to you or the organization,[object Object],Tell them that the information will be kept confidential,[object Object]
Page 42,[object Object],Managing turnover,[object Object]
Page 43,[object Object],Managing turnover 1 of 5,[object Object],Understand why employees leave,[object Object],Benchmark your organization against current industry standards and geographical location,[object Object],Set clear promotion and development guidelines that are transparent and fair,[object Object],Develop effective workplace policies and nurture a positive culture,[object Object],Invest in people management training for line managers,[object Object]
Page 44,[object Object],Managing turnover 2 of 5,[object Object],Decide who to retain,[object Object],Recognize your organization’s push factors,[object Object],Recruit and onboard,[object Object],Performance manage-measures,[object Object]
Page 45,[object Object],Managing turnover 3 of 5,[object Object],Take time to plan,[object Object],Be objective,[object Object],Interview well,[object Object],Look for fit,[object Object],Offer fair and competitive pay,[object Object],Check references,[object Object],Avoid hiring out of desperation,[object Object]
Page 46,[object Object],Managing turnover 4 of 5,[object Object],Job previews,[object Object],Make line managers accountable for levels of attrition in their teams,[object Object],Career development and progression ,[object Object],Consult employees ,[object Object],Be flexible ,[object Object],Avoid the development of a culture of 'presenteeism' ,[object Object],Job security ,[object Object],Treat people fairly ,[object Object],Defend your organization,[object Object]
Page 47,[object Object],Managing turnover 5 of 5,[object Object],Identify why people are staying,[object Object],Identify who is at most risk to leave,[object Object],Develop strategic organization-wide goals and objectives to improve retention,[object Object],Hire the right people,[object Object],Create a sense of belonging by using a pre-commencement orientation program,[object Object],Ensure a comprehensive job, program, department and organization orientation,[object Object],Develop a mentoring program,[object Object]
Page 48,[object Object],Drill A,[object Object]
Page 49,[object Object],Drill A ,[object Object]
Page 50,[object Object],Example One-food retail/wholesale industry,[object Object]
Page 51,[object Object],Example One-food retail/wholesale industry 1 of 3,[object Object],SURVEY FINDINGS,[object Object],By far the majority of all employee departures were voluntary (83%), as opposed to dismissals. It is clear, then, that turnover is primarily an issue of losing productive workers whom the employer would prefer to retain.,[object Object],Participants reported an overall employee turnover rate of 38.7% (in Ontario this was 20.2%, with an average voluntary turnover rate of 31.7%.,[object Object],The reported turnover rate was highest for part-time non-management staff (64.9%).,[object Object]
Page 52,[object Object],Example One-food retail/wholesale industry 2 of 3,[object Object],SURVEY FINDINGS,[object Object],Facilities located in urban areas experienced a higher rate of overall turnover (40.2%) than those in rural locations (28.1%).,[object Object],Turnover varied with the type of ownership structure: ,[object Object],the rate was highest for chain facilities (40.9%), followed by independent facilities (31.8%) and franchises (27.2%).,[object Object],The size of operation did not appear to influence the rate of turnover.,[object Object]
Page 53,[object Object],Example One-food retail/wholesale industry 3 of 3,[object Object],BEST PRACTICES,[object Object],Resist calling employees in to work during scheduled time off,[object Object],Maintain an employee training program,[object Object],Offer competitive pay rates,[object Object],Engage with employees and reward good behaviour,[object Object]
Page 54,[object Object],Example Two-national hotel chain,[object Object]
Page 55,[object Object],Example Two-national hotel chain 1 of 10,[object Object],EMPOWERMENT,[object Object],The construct of empowerment has two directions: the transference of power and authority through structural manipulation or the perception of power and authority at the psychological level. Structural empowerment implies the ability of one unit to modify the conditions of other unit through external influences.,[object Object],Four dimensions have been identified that contribute to the construct:,[object Object],Meaning, Competence, Self-determination and Impact,[object Object]
Page 56,[object Object],Example Two-national hotel chain 2 of 10,[object Object],EMPOWERMENT,[object Object],Duration of job tenure within an organization will be positively associated with overall empowerment level.,[object Object],Job levels within an organization will be positively associated to perceived empowerment.,[object Object],An employee’s formal educational attainment will be positively related to perceived empowerment.,[object Object]
Page 57,[object Object],Example Two-national hotel chain 3 of 10,[object Object],EMPOWERMENT,[object Object],Perceived employee empowerment may exist at different levels within the same organization. ,[object Object],Studies in 1992 identified that empowerment consisted of sharing four key ingredients with employees: information about organizational performance, rewards contingent on organizational performance, knowledge on how to contribute to organizational performance and the power to make decisions that can influence corporate direction and performance. ,[object Object]
Page 58,[object Object],Example Two-national hotel chain 4 of 10,[object Object],ORGANIZATIONAL COMMITMENT,[object Object],Measuring commitment at the individual psychological level was developed in 1990 with three dimensions:,[object Object],Affective (desire-based) commitment measures an employee’s emotional attachment to their organization. It reflects the acceptance and integration of organizational values, showing an increased willingness to remain with an organization; it is the ‘want to’ aspect of commitment.,[object Object]
Page 59,[object Object],Example Two-national hotel chain 5 of 10,[object Object],ORGANIZATIONAL COMMITMENT,[object Object],Continuance (cost-based) commitment results from an employee’s measure of potential loss in invested time and effort if they leave the organization. Employees who have invested larger amounts of time and effort into their organization should be less willing to leave. They feel like they ‘have to’ stay with their current organization; there are fewer employment options outside of their current situation and leaving would provide a less desirable outcome.,[object Object]
Page 60,[object Object],Example Two-national hotel chain 6 of 10,[object Object],ORGANIZATIONAL COMMITMENT,[object Object],Normative (obligation-based) commitment stems from a perceived duty towards the organization developed through internal socialization processes. Both pre-entry (familial, early childhood, cultural) and post-entry (organizational) socialization processes shape the level of normative commitment.,[object Object]
Page 61,[object Object],Example Two-national hotel chain 7 of 10,[object Object],ORGANIZATIONAL COMMITMENT,[object Object],The length of job tenure within an organization is likely to be positively associated with continuance organizational commitment.,[object Object],Job levels within an organization will be positively associated with both affective and normative organizational commitment. ,[object Object],Education level of employees will be negatively associated with continuance organizational commitment.,[object Object]
Page 62,[object Object],Example Two-national hotel chain 8 of 10,[object Object],SURVEY CONCLUSIONS,[object Object],Results indicate that tenure and all four dimensions of empowerment are closely related. Each dimension of empowerment increased as job tenure increased; perceived personal meaning, ability to perform their work tasks, feeling of personal control in outcomes and direct impact all increased with time investment with their current organization. Part of this may be explained through the economic concept of the “learning effect”,  where additional competency is gained through the simple repetition of tasks as they are performed over a period of time. ,[object Object]
Page 63,[object Object],Example Two-national hotel chain 9 of 10,[object Object],SURVEY CONCLUSIONS,[object Object],Key transition periods appeared at the one-year period, with a significant increase in perceived empowerment for workers who remain beyond one year. Management should take note of this as they monitor their employees for skill development; perceived empowerment should rise within the first year of employment.,[object Object]
Page 64,[object Object],Example Two-national hotel chain 10 of 10,[object Object],SURVEY CONCLUSIONS,[object Object],However, tenure seems to only be related to an increased level of continuance commitment. The longer a person works for an organization, the greater their “need‟ to stay, ,[object Object],perhaps due to perceived lack of attractive alternatives externally. While the survey did not establish directionality of influence, it would appear that highly empowered employees are also longer tenure employees. From a HR perspective, seeking methods that extend tenure should positively influence empowerment levels while increased an employees’ perceived need to stay. ,[object Object]
Page 65,[object Object],Example Three-librarians,[object Object]
Page 66,[object Object],Example Three-librarians 1 of 6,[object Object],FINDINGS,[object Object],Determine how many librarians leave the profession for reasons other than retirement and determine when and why they leave.,[object Object],Survey graduates of university programs ,[object Object],Conduct regular quality of work life or job satisfaction surveys of members,[object Object],Conduct exit interviews with those who leave the profession,[object Object]
Page 67,[object Object],Example Three-librarians 2 of 6,[object Object],RETENTION STRATEGIES,[object Object],Salary,[object Object],Working conditions,[object Object],Job enrichment,[object Object],Education,[object Object]
Page 68,[object Object],Example Three-librarians 3 of 6,[object Object],RETENTION STRATEGIES,[object Object],Entry-level (first 5-7 years),[object Object],Mid-career (8-14 years),[object Object],Beyond mid-career (15 years and over),[object Object]
Page 69,[object Object],Example Three-librarians 4 of 6,[object Object],FACTORS CONSIDERED,[object Object],Salary and benefits,[object Object],Position responsibilities,[object Object],Opportunities for growth and development,[object Object],Ability to move laterally to learn new skills or to make a career change,[object Object],Potential for promotion,[object Object],Quality of work life,[object Object],Relationships with supervisor and colleagues,[object Object],Work environment and image/reputation of the library and institution,[object Object]
Page 70,[object Object],Example Three-librarians 5 of 6,[object Object],POSSIBLE CHANGES,[object Object],Working with institutions to systematically increase beginning salaries as well as salaries of current employees in order to remain competitive,[object Object],Advocating for improved benefit plans to meet the needs of employees and to provide choices,[object Object],Developing position descriptions that meet the needs of the library andthe employee,[object Object],ŒŒ,[object Object]
Page 71,[object Object],Example Three-librarians 6 of 6,[object Object],POSSIBLE CHANGES,[object Object],Providing on-going training and development opportunities both within the library and outside the library,[object Object],that benefit individuals in their current position and their future positions;,[object Object],ŒCreating new opportunities for employees to move within the organization, either laterally to learn new,[object Object],skills or upward into management;,[object Object],ŒFostering workplaces that have a high quality of life and are stimulating work environments; and,[object Object],ŒCreating multiple opportunities for mentoring.,[object Object]
Page 72,[object Object],Example Four-armed forces,[object Object]
Page 73,[object Object],Example four-armed forces 1 of 10,[object Object],RECOMMENDATIONS,[object Object],a) Pay and allowances – compensation for work ,[object Object],b) The housing portfolio – accommodations ,[object Object],c) The injured, retired and veterans – care of injured personnel,[object Object],d) The military family ,[object Object],e) Transitions including recognition, work expectations and conditions of service,[object Object],f) The future ,[object Object]
Page 74,[object Object],Example four-armed forces 2 of 10,[object Object],MOST IMPORTANT INITIATIVES,[object Object],a) Post Living Differential Program – stabilizes the cost of living of forces members and families with respect to regional differences to ensure that they enjoy a relative and predictable standard of living no matter where they serve),[object Object],b) Compassionate Travel Assistance – to provide transportation at public expense for regular force,[object Object],members and their spouses due to the serious illness or death of an immediate family member of the forces member or spouse,[object Object]
Page 75,[object Object],Example four-armed forces 3 of 10,[object Object],OTHER INITIATIVES ASSESSED,[object Object],a) Provision of emergency childcare services when short notice deployments are announced,[object Object],b) Provision of the Family Care Assistance Program. This gives financial assistance to help offset family care costs that the member pays that are in excess of those normally paid,[object Object],c) Use of the housing relocation service,[object Object],d) Introduction of the Military Quarters Repair Program (housing),[object Object]
Page 76,[object Object],Example four-armed forces 4 of 10,[object Object],OTHER INITIATIVES ASSESSED,[object Object],e) Creation of operational trauma and stress support centres,[object Object],f) Providing employment assistance to spouses when families move to help them find jobs and maintain qualifications,[object Object],g) Improving access of forces programs and services in peoples’ language of choice,[object Object]
Page 77,[object Object],Example four-armed forces 5 of 10,[object Object],OTHER INITIATIVES ASSESSED,[object Object],h) Numerous initiatives aimed at improving pay and benefits (e.g., acting pay, pension reform, special service allowances, overtime),[object Object],i) Second language-training program for spouses,[object Object]
Page 78,[object Object],Example four-armed forces 6 of 10,[object Object],SOLUTIONS,[object Object],1) Develop flexible terms of service and employ contemporary work practices to meet a broader range of organizational and personal needs and to attract and retain “skilled” workers based upon Canadian demographic trends.,[object Object],2) Create career fields that enhance career flexibility through transition assistance and choice, and enable the rotation of personnel, providing respite from operational tempo and access to developmental opportunities.,[object Object]
Page 79,[object Object],Example four-armed forces 7 of 10,[object Object],SOLUTIONS,[object Object],3) Improve participation in employment and career decisions while improving the match between,[object Object],personal aspirations and employment. This could involve advertising available positions and inviting,[object Object],internal application based upon a merit system.,[object Object],4) Maintain policies to ensure a harassment free environment and continued emphasis on diversity of all forms.,[object Object]
Page 80,[object Object],Example four-armed forces 8 of 10,[object Object],SOLUTIONS,[object Object],5) Develop fair and effective performance evaluation procedures that motivate, provide performance feedback and developmental opportunities, that apply at the individual and team level.,[object Object],6) Maintain effective mechanisms of voice and conflict resolution processes that resolve issues at the lowest level and offer efficient recourse to those who believe they have been treated unfairly.,[object Object]
Page 81,[object Object],Example four-armed forces 9 of 10,[object Object],SOLUTIONS,[object Object],7) Provide members with adequate spiritual, medical, dental, social and other support in times of both war and peace.,[object Object],8) Develop policies that support military families as an essential contribution to operational effectiveness and the maintenance of morale. Special effort will be taken to ensure the support and care of military families during operational deployments and the re-integration of personnel after deployments.,[object Object]
Page 82,[object Object],Example four-armed forces 10 of 10,[object Object],SOLUTIONS,[object Object],9) Recognize the value of exceptional performance through a system of commendations, honours and,[object Object],awards, the significance of which must be clearly recognized and viewed with credibility.,[object Object]
Page 83,[object Object],Example Five-physicians,[object Object]
Page 84,[object Object],Example five-physicians 1 of 3,[object Object],MORE SATISFIED,[object Object],Relationships with patients,[object Object],Relationships with colleagues,[object Object],Family issues,[object Object],Personal growth,[object Object],Freedom to provide quality care,[object Object],Availability of office and hospital resources,[object Object],Prestige for role as physician,[object Object]
Page 85,[object Object],Example five-physicians 2 of 3,[object Object],LESS SATISFIED,[object Object],Cost containment efforts by the hospital,[object Object],Amount and quality of personal time,[object Object],Opportunities for research and teaching,[object Object],Approaches to utilization review by the hospital,[object Object],Autonomy over non-medical decisions,[object Object],Income,[object Object],Administrative responsibilities,[object Object],Organizational climate/culture of the hospital,[object Object],Workload,[object Object],Autonomy over medical decisions,[object Object]
Page 86,[object Object],Example five-physicians 3 of 3,[object Object],RECOMMENDATIONS,[object Object],Practice,[object Object],Physician retention will be facilitated by “reasonable” work loads and shared practice philosophy,[object Object],Community,[object Object],Identify physicians with an inclination for the life style provided by the community,[object Object],Family,[object Object],Ensure evolving family needs are identified and addressed,[object Object]
Page 87,[object Object],Drill B,[object Object]
Page 88,[object Object],Drill B ,[object Object]
Page 89,[object Object],Case study A,[object Object]
Page 90,[object Object],Case study A  ,[object Object]
Page 91,[object Object],Case study B,[object Object]
Page 92,[object Object],Case study B  ,[object Object]
Page 93,[object Object],Case study C,[object Object]
Page 94,[object Object],Case study C  ,[object Object]
Page 95,[object Object],Case study D,[object Object]
Page 96,[object Object],Case study D  ,[object Object]
Page 97,[object Object],Case study E,[object Object]
Page 98,[object Object],Case study E  ,[object Object]

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