2. Retention Through Employee Engagement

3. Feeling “engaged” depends on the “strength” of the workplace not necessarily on the corporate leadership - Buckingham & Coffman, ‘First Break all the Rules’

5. People decide to stay

6. They decide to stay when they feel “engaged”

8. CLEAR EXPECTATIONS

9. RESOURCES

10. OPPORTUNITY

11. RECOGNITION

12. CARE & CONCERN

13. DEVELOPMENT

14. PARTICIPATION

15. PURPOSE

16. QUALITY

17. APPRAISAL

18. LEARNINGIf we provide all the above, then we have built a GREATER PLACE TO WORK. Most of the above are in the hands of THE BOSS.

20. Talent retention strategy will work if we have the “Boss” in right place.

21. “Boss” who “nurture” and “mentor”.

23. New businesses provide career opportunities.

24. Retaining talent and growing business are therefore interdependent.

26. Creating an effective Reward Environment Does the organisation’s reward and recognition policies and habits support the development of the desired culture? Is their a balance between the formal and informal reward and recognition initiatives? Is the working environment inspiring and does it make employees feel at home/special? Is it a caring environment/culture and does the organisation carry the employee’s well-being at heart? Is the management style promoting/facilitating development and growth? Do people believe in the organisation and it’s leadership? Does the organisation have formal recognition/award plans in place?

27. Creating an effective Reward Environment Recognition Plans: Celebrate objective and/or goal achievement Reinforce extraordinary performance, normally outside of job expectations. Recognise activities/ events/ milestones Peer-to-peer, managerial recognition Award Schemes: Cash awards (Once off bonus payment, vouchers, car-hire, etc.) Non-cash awards (Development programmes, overseas tours, trophies, certificates, etc.) Spot awards Risk prevention awards

28. Creating an effective Reward Environment Organisation taking care of personal needs (Dry cleaning, shopping, etc.) Grocery delivery service Creche facilities Hiring of Executive Cars for Employees (Ferrari’s, Porsche, Chauffeur-driven, etc.) Overseas tours Health, golf, country club membership Virtual offices Secure working environment Flexible working hours/output based performance contracts Rewarding/involving spouses/family members

31. Staffing costs – costs to hire

32. Vacancy costs – lost productivity

33. Training costs – to prepare new employee

34. “Acting” pay

35. Loss of knowledge

36. Work not done, priorities not met

38. 15 The Changed Employer-Employee Relationship The “contract” is broken Life Long Employment vs. Mutuality of Purpose Free agents Flexibility to meet diverse needs Work/life considerations

39. 16 Why Employees Stay A feeling of connection Feeling valued Personal and professional growth Continuous learning Making a difference Good management Can’t afford to leave Fair pay and benefits

40. 17 Retention Begins with Orientation

42. Employees value a personal connection

43. Accommodate different learning styles

44. Make it interactive and fun

46. Include family in the equation, invite to orientation

47. Match new employees with friends and services, new neighbors, teenage babysitters, etc.

50. Welcome card

51. Balloons, food

52. New employee party at work site

54. 23 Job Satisfaction & Retention

55. 24 1. Increase Opportunity Challenge Interesting projects Responsibility Team leadership Special assignments Promotion

56. 25 Opportunities for Employee Development Internal recruitment Support for education Job rotation/cross training Task forces, project assignments Academies of learning Career ladders Mobility among libraries

57. 26 Cultivating Excellence Individual development plans Coaching/mentoring Performance management with real feedback and coaching 360 feedback Accelerated advancement/steps Co-manager opportunities Shared staff opportunities

59. Distribute work evenly

60. Eliminate red tape

61. Manage interruptions

62. Promote and model stress-reducing activities

63. 28 Work/Life Balance Define work in terms of what is to be accomplished Provide flexible work schedules Evaluate alternative work places and telecommuting Appreciate dilemma of child care, elder care, multiple individual roles “Allow” voluntary demotions Appreciate diversity of personal values and priorities

64. 29 3. Provide Leadership Build trust Commit to helping others succeed Offer motivation Seek excellence Take action

66. Link performance to customer satisfaction

67. Develop customer service and quality measures collaboratively

68. Be very clear on expectations

70. 32 Convenience/Concierge Services Dry cleaner pick-up Supermarket / Carry-out delivery Financial planning Passes, discounts – zoo, museum Classes on-site – educational, fitness Discount coupons – cleaning services, manicures, lawn care Wellness, health screening

71. 33 6. Allow Adequate Authority Empower employees to act Encourage employee input to decisions, goals, and direction setting

72. 34 Retaining Talented Workers as They Near Retirement Phased retirement Re-hiring as part-timers or consultants Temp work Training/mentoring assignment Sabbatical

73. Recognizing Employees “People will forget what you said. People will forget what you did. But people will never forget how you made them feel.” Anonymous

74. 36 Recognition Enhances performance Helps motivate Provides practical feedback Makes it easier to get the work done Improves productivity

75. 37 Recognition Updated Includes informal elements Multiple programs & activities Leader-oriented Frequent & flexible Culture of performance Used for everyone

76. 38 Coworkers Recognize Colleagues Dedication Achievement Character Service “Can do”attitude Respect Cooperation Helpfulness Flexibility

78. Filling in on another job

79. Completing a special task

80. Consistently presenting a positive attitude that inspires

82. Spirit Award

83. Service Awards

84. Retirements