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Performance-Management (KPIs)
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The 7 Hidden Reasons Employee Leave

  1. 1. HOW TO RETAIN OUR VALUABLE EMPLOYEES TAFVEEZ AMIN HEAD OF HR MACTER INT’L LIMITED In perspective of Sales Team
  2. 2. Icebreaking ✓ How companies and employees can better communicate their expectations of one another. ✓ Why coaching and feedback are critical to engagement and retention, and how companies can form deeper relationships with their people. ✓ What the new career realities are in today’s business climate. ✓ Why some managers are hesitant to recognize employees, and what senior leadership can do about it. ✓ How to help employees maintain a consistent work-life balance and minimize their levels of job-related stress. ✓ How managers can regain the trust and confidence of their employees.
  3. 3. 2-5 3-7 3-7 6 – 12 M 2-3 2-3 APA PA SPA FE SM DNSM NS M 1 – Path for SPA to become RSM 2 – Path for SM to become NSM RS M 2-5 The Career Path
  4. 4. The Moving Notion  what our organization needs to recognize and actively pursue in order to retain our best and brightest people?
  5. 5. It All Starts with DISENGAGEMENT!  Employee turnover is not an event — it is a process of disengagement that can take days, weeks, months or even years until the actual decision to leave occurs.  It has been observed from the past reports that the turnover in sales team is comparatively higher than any other department
  6. 6. Why Disengagement & Retention?  The need for trust: Expecting the company and management to deliver on its promises, to treat you fairly and to compensate you in a fair and timely manner  The need to have hope: Believing you will be able to grow, develop your skills and have the opportunity for advancement or career progress  The need to feel a sense of worth: Feeling confident that if you demonstrate commitment and make meaningful contributions, you will be recognized and rewarded accordingly  The need to feel competent: Expecting you will be
  7. 7. The Process of Disengagement (Things to take into account..) ● The job or workplace was not as expected. ● The mismatch between job and person. ● Too little coaching and feedback. ● Too few growth and advancement opportunities. ● Feeling devalued and unrecognized. ● Stress from overwork and work-life imbalance. ● Loss of trust and confidence in senior leaders.
  8. 8. Reason #1: The Job or Workplace Was Not as Expected The practices that have been found to significantly raise the probability of new hire success, satisfaction and longer-term retention are discussed as follows:
  9. 9. Matching Mutual Expectations  Conduct realistic job previews with every job candidate  Hire from a pool of adjunct staff, & interns  Hire from current employee referrals  Create a realistic job description with a short list of critical competencies  Hire from your pool of current employees  Survey or interview new hires to find out how to minimize new hire surprises in the future
  10. 10. Reason #2: The Mismatch Between Job and Person Are Skills and Knowledge more important than Talent?
  11. 11. Best-Fit Selection Practices  Make a strong commitment to the continuous upgrading of talent  Follow a consistent and thorough talent forecasting and success-factor analysis process  Follow a purposeful and rigorous interview  Track measures of hiring success  Conduct “entrance interviews” with all new hires  Enrich the jobs of all employees  Delegate tasks to challenge employees and enrich their jobs
  12. 12. Reason #3: Too Little Coaching and Feedback
  13. 13. Beginning Of A Journey… Performance coaching and feedback are essential for employees because they help employees answer four basic questions: 1. Where are we going as a company? 2. How are we going to get there? 3. How do you expect me to contribute? 4. How am I doing?
  14. 14. How to Coach and Give Feedback?  Provide intensive feedback and coaching to new hires  Create a culture of continuous feedback and coaching  Train managers in performance coaching  Make the performance management practice less controlling and more of a partnership  Terminate nonperformers when best efforts to coach or reassign don’t pay off  Hold managers accountable for coaching and giving feedback.. (Introduce “upward evaluation”)
  15. 15. Five Steps for Successful Coaching Step 1: • Get the employee’s agreement that a problem exists. Step 2: • Mutually discuss alternative solutions. Step 3: • Mutually agree on action to be taken to solve the problem. Step 4: • Follow up to measure results. Step 5: • Reinforce any achievement when it occurs.
  16. 16. Reason #4: Too Few Growth and Advancement Opportunities
  17. 17. How to Grow Employees  Provide self-assessment tools and career self- management training for all employees  Offer career coaching tools and training for all managers  Provide readily accessible information on career paths and competency requirements  Create alternatives to traditional career ladders  Keep employees informed about the company’s strategy, direction and talent need forecasts  Build and maintain a fair and efficient internal job posting process
  18. 18. Hire From Within Whenever Possible  Show a clear preference for hiring from within  Eliminate HR policies and management practices that block internal movement  Create a strong mentoring culture  Keep the career development and performance appraisal processes separate Review All Talent Effectively  Build an effective talent review and succession management process  Maintain a strong commitment to employee training
  19. 19. Reason #5: Feeling Devalued And Unrecognized
  20. 20. Reluctant Management Pay Practices for Engagement and Retention  Monitor the pay system to ensure fairness, efficiency, consistency and accuracy Remember to Say ‘Thanks’  Create a culture of informal recognition founded on sincere appreciation  Make new hires feel welcome and important  Ask for employee input, then listen and respond  Keep employees in the loop avoiding rumor- mongering
  21. 21. Reason #6: Stress From Overwork and Work-Life Imbalance
  22. 22. Engagement Practices to Avoid Imbalance  Initiate a culture of “giving before getting.”  Tailor the “culture of giving” to the needs of key talent  Build a culture that values spontaneous acts of caring  Build social connectedness and harmony among employees  Encourage fun in the workplace
  23. 23. Reason #7: Loss of Trust and Confidence in Senior Leaders The Most Crucial of All…
  24. 24. Practices That Inspire Trust and Confidence  Inspire confidence in a clear vision, a workable plan and the competence to achieve it  Back up words with actions  Place your trust and confidence in your work force

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