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As Turnover Grows, Will Flexibility "Recruit and Retain"?
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As Turnover Grows, Will Flexibility "Recruit and Retain"?

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Unemployment is falling. Turnover is rising. Tighter labor markets and unfilled positions are coming back. And recruitment and retention are moving up the urgency list. As companies search their …

Unemployment is falling. Turnover is rising. Tighter labor markets and unfilled positions are coming back. And recruitment and retention are moving up the urgency list. As companies search their toolkit for proven ways to get and keep the best and brightest, flexibility is at the top of their list. Surely it will perform as claimed.
Or will it? This webinar will challenge the myths of flexibility and demonstrate:

that the retention effect of flexible schedules is not so “sticky” as many believe
that the recruiting potential is far less than commonly claimed, and
that employers can change their practices to strengthen flexibility’s impact
You will leave this session with a clear understanding of the gap between myth and reality and a strategy to close it.

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  • 1. As Turnover Grows, Will Flexibility “Recruit and Retain”? The webinar will begin shortly Paul Rupert President, Rupert & Company July 11, 2013 It All Depends…
  • 2. What We’ll Cover The Mantra: flex recruits and retains Can flex recruit like a “tractor beam”? The Reality: some flex retains, some doesn’t Falling Unemployment, Growing Turnover The Surprise: flex may be a weak recruiter What is “sticky” flex? How companies can upgrade for success
  • 3. The Steady Decline of Unemployment
  • 4. Falling Unemployment Leads to… Greater turnover among existing employees Tighter labor markets internally Unfilled positions internally A renewed emphasis on recruitment and retention
  • 5. ? But are these things really happening? ?? ?? ? ? ? ?
  • 6. Has Anticipated Turnover Arrived? A recent survey confirms client feedback: TLNT article: “Half of Companies Report Higher Turnover Than Last Year” OI Partners surveyed 153 companies re: talent loss in an improving job market “51 percent of those surveyed report having higher employee turnover in 2013 compared to only 30 percent that had higher turnover in 2012.”
  • 7. Who is Most At-Risk? The fear of further turnover is growing. Survey respondents were concerned about: High-potentials: 78 percent of organizations are concerned about losing high-potential workers Middle managers: 63 percent are worried about middle managers departing Front-line workers: 51 percent are concerned about losing employees on the front lines Senior executives: 43 percent are worried about senior-level executives leaving --OI Partners
  • 8. Can Flex Help Retain and Recruit? Asked to rank retention methods, respondents listed flex schedules & telecommuting by level: High-potentials: 45% flex hours, schedules; 22% telecommuting (#1 in combination) Managers: 49% flex hours, schedules (#2 priority) Front-line workers: 31% flex hours, schedules; 18% telecommuting (#4 in combination) Senior executives: 100% comp; no flex --OI Partners
  • 9. ALERT: Past performance does not indicate…
  • 10. Power to Recruit or Retain Much data: employees value “flexibility” (control over where, when, how they work) Offer: flextime, telework, part-time programs Satisfaction and engagement scores can be higher for users of flex options But, has flex really kept and attracted people before? And will it do so again?
  • 11. Is Retention Flex’s Sweet Spot?
  • 12. “They retain highly valued talent” Since “Flexible Work Arrangements” emerged two decades ago, a central promise has been: This claim has been made thousands of times.
  • 13. It is based on two core assumptions: Once on flex, it’s hard to match elsewhere Flex work meets major personal & family needs
  • 14. Is Flex Offered the Flex Needed? Some flex is better than none – and “some flex” is often what’s offered Access can be random: few options, skeptical managers, unnecessary controls on use Flex programs can lead to rigid solutions that don’t allow the fluid scheduling required Limited telecommuting, no compressed work, punitive part-time + no hybrids = some flex
  • 15. Satisfying? Retention? Maybe… Maybe not...
  • 16. If If Is the Actual Flex “Sticky” or not?Flex can please, satisfy, even engage – but it is more likely to retain: Other employers don’t offer similar options You have an arrangement you deeply value and think you can keep Your option is rare enough – like pensions of old – to prove truly “sticky” One challenge: with telework growing everywhere, will it be sticky anywhere? If
  • 17. Then What About Recruitment? Recent surveys show flexibility crowding comp and benefits in applicants’ top 3 concerns Comp: Salary, incentives, 401K match Benefits: Health insurance, dental, vision Flexibility: Comp and benefits kick in on Day One – and flex…
  • 18. We have flex, but not as part of this offer You can apply after 3 or 6 or 12 months Your manager will offer options from our menu and decide on your proposal Any arrangement may be terminated if you are promoted or transferred How strong is a typical flex offer? Flexible climates can appeal -- flex discussions are rarely as concrete as comp and benefits
  • 19. Retain Some, Recruit Not So Much The rapid spread of telecommuting as a satisfier may reduce it’s stickiness The increase in flexibility programs does not translate into attraction due to entry barriers The growth of rigid “arrangements” has limited the flexibility of flexibility As turnover grows, yesterday’s flex may not serve to recruit and retain as hoped:
  • 20. How Companies Can Re-Flex? 1 2 3 4 5 Drive through the line and HR, not just HR Insist on firm-wide principle of collaborative scheduling, not just free standing options Train managers in collaboration skills Negotiate flexibility in hiring or Day One Flexible work should yield operational value
  • 21. Thank you!
  • 22. Q&A Please use the "Questions" tab on the webinar platform
  • 23. Resources Collaborative Scheduling: www.rupertandcompany.com/c ollaborative.html Online Tools: www.flexwisetools.com Flexbulletin: www.rupertandcompany.com/b ulletin.htm Rupert & Company www.rupertandcompany.com