1. LOOKING AT TALENT MANAGEMENT AND
RETENTION STRATEGIES TO ENSURE
SUSTAINABLE BUSINESS SUCCESS
Presented by:
Kay Vittee
2. CONTENT
1. Understanding the importance of talent retention
2. The evolving World of Work
3. Understanding the BPO workforce
4. Effective Leadership
5. Retention Strategies
7. Retention Target
If all employees are viewed as talent then Retention-related
strategies should target 97% of the employee population
Source: Dibble, 1997
8.
9. The old employment contract
Employee Employer
Loyalty (not leaving the Job Security (job for life)
company)
Conformity (following Promotional prospects
instructions)
Commitment (working hard, Training
long hours) opportunities/incentives
Trust in Organisation (keeping Sponsorship/ rescue when in
promises) trouble
10. The new employment contract
Employee Employer
Transferable/ portable
Employability/marketability
competencies
Commitment to continuous Flexible learning opportunities
learning (web based)
Exciting, innovative and
High performance on the job challenging work
- Key for retention
Tolerance of change and
Flexible work practices
ambiguity
11. The shift in generations
Veterans Baby Generation Generation
Generations (born before Boomers X (1960- Y (1980-
1940) (1940-1960) 1980) 2000)
Extra days Recognition Flexibility Non-financial
leave schemes incentives
Sponsor Services for Fun workplace Reward
education staff
Reward programs
practice – what
each Challenging Good Meaningful
generation projects guaranteed work
values from an packages and
organisation short-term
incentives
“Grand
celebrations”
Source: 21st Century Pay Solutions Group
13. Y stay? Should you focus your retention
strategies around gen Y?
Generation Y “Is the most high maintenance workforce in
the history of the world; they’re also going to be the most
high performing.”
(Hira 2007)
14. Characteristics of Gen Y
• Fitness minded
• Entitled
• Gender differences are smaller
• Race issues are smaller
• Social life is more important than work life
• Need for praise
• Want to contribute on the first day of work
• They’ve been made to feel special
• Need to know they are on a career path
• and respond strongly to money
(Hira 2007)
15. Gen Y are tech savvy multi-taskers
They switch their
attention between 64% ask about
media platforms like social media
laptops, smartphones, policies during
tablets & television 27 job interviews
times per hour on
average – as
compared to only 17
1 in 3 Gen y’er said
times for previous
he/she would
generations
prioritise social
media freedom,
device flexibility and
work mobility over
salary in accepting a
job offer
Source: UNC, Kenan-Flagler Business School
16. Retention barriers
Source: Business Training Experts
Reasons employees leave in descending order
1 Employee/manager relationship
2 Inability to use core skills
3 Not able to impact the organisation’s goals, mission
4 Frequent reorganisations; lack of control over career
5 Inability to “grow and develop”
6 Employee/organisation values misalignment 43% of Gen y’ers felt
7 Lack of resources to do the job extremely or very
confident that they
8 Unclear expectations could find another job
9 Lack of flexibility; no work-life balance if they lost or left their
10 Salary/benefits current one
- UNC
17. Retention drivers
• Relationship with Co-workers (25%)
• Relationship with Manager (25%)
• Desirable working hours (22%)
• Attractive compensation (20%)
• Attractive benefits (20%)
18. Effective management facilitate
retention
“ A talented employee may join
a company because of its
charismatic leaders, its
generous benefits, and its world
class training programs, but
how long that employee stays
and how productive he is while
there is determined by his
relationship with his immediate
supervisor”
Source: Buckingham and Coffman, 1999
22. Reward categories influencing
attraction, motivation and retention of
employees
Top 6 factors:
st
Source: 21 Century Pay Solutions Group
Attract Retain Motivate
Monthly Salary /guaranteed 19.7% 9.8%
remuneration 73.5%
Variable Pay 5.4% 22.1% 29.7%
Benefits 3.1% 7.0%
Remuneration is only 1.8%
Performance & career approximately 20 percent of the
8.9%
management stay decision 27.0% 34.3%
Quality of work environment 1.8% 3.3% 6.2%
Work/home integration 7.3% 20.9% 18.1%
100% 100% 100%
23. Retention strategies geared around Gen Y
Source: HCareers
Initiate and maintain • They want their inputs to be valued
open dialogue • Communication needs to be transparent
Make work more • The want to feel personally inspired in their role
meaningful – and more • Remember to have fun!
fun
Appeal to their sense
• Engage your younger employees to head up charity
of community service committees, development initiatives etc.
and civic engagement
Find out what makes • They take pride in their individuality so tailor retention
them tick and reward initiatives to meet their needs
• They want to be constantly challenged
Keep them on their
• Provide plenty of opportunities for professional
toes development.
24. Gen Y wants to learn and grow with you
Source: UNC, Kenan-Flagler Business School
• Said opportunities for career
52% progression made an employer
attractive
• Said the opportunity for
65% personal development as the
most influential factor in their
current job
• Said training and development
22% are the most valued benefits
from an employer
25. Are you embracing your workforce’s
ability to:
• Collaborate
• Connect
• Co-create &
• Control?
IN TODAYS AGGRESSIVE BUSINESS ENVIRONMENT THE CHALLENGE TO SUSTAIN A COMPETITIVE ADVANTAGE PREOCCUPIES THE MINDS OF BUSINESS LEADERS. SO HOW DOES AN ORGANISATION DISTINQUISH ITSELF IN A HIGHLY COMPETITIVE MARKETBUSINESSES ARE DEPENDANT ON THEIR TOP PERFORMERS TO INNOVATE AND TO PROVIDE SERVICES THAT DIFFERENTIATES THE COMPANYIN OTHER WORDS ORGANISATIONS ARE RELIANT ON THEIR HUMAN ASSETS FOR SUSTAINED BUSINESS SUCCESS.
This slide just highlight the importance why companies should be worried about staff turnover. The pool of fresh talent is shrinking so to be effective in the future companies should retain the younger workforce of today
This slide just highlight that the shrinking workforce is also affecting SA.
I have included a video on the world of work (about 4min long – it really captures the essence of what this presentation is about).
Can explain that you will focus on Gen Y as they make up majority of the BPO workforce
If you want you can elaborate on some of the points based on experiences within Quest
Makes you think? What is your social media policy?
This information is based on major research studies and is clear that management is right on top.Perhaps you can give stats on current turnover in some of the call centres Quest manages – illustrate the point that this generation finds it easy just to up and leave. The are also very comfortable going back to the parents when they leave their job.
This quote connect with the next topic on effective ledership
If you don’t challenge people and you don’t build an emotional bond with them, you’re an Avoider (you’re also not doing much that could be called leading). If you challenge people to exceed their limits, but you don’t have much of a connection with them, you’re an Intimidator. If you connect with your folks, but you don’t challenge them all that much, you’re an Appeaser. And if you issue great challenges while still building intense connections with people, you’re the ultra-desirable 100% Leader. (Youcan take a test on www.leadershipiq.com/leadership-test to see where you fall.)
This slide gives some practical tips on how to retain the staff