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  • 1. Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
  • 2. Chapter 24 Personnel Retention
  • 3. Loyalty
    • Corporate loyalty is rapidly becoming an obsolete concept.
    • There is a growing tendency for skilled workers to feel greater loyalty to occupation than to organization.
    • Loyalty of Individual to employer is fading, as is loyalty of employer to employee.
  • 4. The New “model”
    • The new employer–employee model is based on two realities: (1) employers cannot guarantee permanent employment, and (2) resigning from a job is not a sign of disloyalty.
  • 5. For Strengthening Employee Loyalty
    • Be honest with employees. Tell the truth about policies and plans that may affect their jobs.
    • Make your expectations clear..
    • Expect the best. Look for strengths. Either eliminate weaknesses or make them irrelevant.
  • 6. For Strengthening Employee Loyalty
    • Be perceived as a supporter, defender, and facilitator.
    • Be consistent, fair, impartial, and trustworthy. Earn your coworkers’ respect.
    • Practice true participative management.
    • Show that you value every employee.
  • 7. Loyalty is --
    • Not castigating organization, colleagues, or boss, at least in public.
    • Behaving ethically and morally.
    • Making superiors look good.
    • Loyalty is not revealing confidential information to outsiders.
  • 8. Why Turnover?
    • Employees leave their jobs for a variety of reasons, one of the strongest of which is dislike of the treatment received from the immediate managers.
  • 9. Retention Problem?
    • To determine whether a retention problem exists, collect and study information from:
    • Records of actual rates of turnover, grievances, and requests for transfer
    • Exit interview documentation
    • Recruiters and retention committees
  • 10. Retention Problem?
    • -- and information from:
    • Focus groups
    • Employee attitude or morale surveys
    • Performance evaluations, coaching and counseling interviews
    • Personal observation:
  • 11. Possible Turnover Causes
    • Lack of competitive pay, benefits, or appealing work environment
    • Location of facility, parking, and other external factors
    • Weak recruiting and selection processes
    • Inadequate orientation and training program
  • 12. Possible Turnover Causes
    • Lack of supervisory support
    • Lack of opportunity for promotion, advancement, or education
    • Inability to adjust to changes, as in individuals who have been out of the work force for some time
  • 13. Retention Incentives
    • Cash-Oriented Compensation Plans
    • Career Development Offerings
    • Health-Promotion Initiatives
  • 14. Cash-Oriented Compensation Plans
    • retention bonuses
    • Gain-sharing and merit performance pay,
    • premiums for employees consistently working long hours, and
    • salary adjustments or above-market pay for key positions
  • 15. Career Development Offerings
    • career ladders,
    • internal transfers and job posting programs,
    • tuition reimbursement,
    • formal succession planning,
    • career planning assistance and training, and
    • outsourcing (outplacement) assistance.
  • 16. Health-Promotion Initiatives
    • health education,
    • health-risk appraisals,
    • health-risk assessments or screening,
    • special programs (for example, smoking cessation, weight loss), and
    • on-site fitness facilities.
  • 17. Influencing Retention
    • A sound new employee orientation
    • Competent and compassionate coaching
    • Conscientious team building and leadership
    • High morale
  • 18. Morale Factors in Retention
    • Changing management style from command and control to coach, counsel, and encourage
    • Treating and compensating employees as professionals
    • Carefully selecting benefits and rewards
    • Providing a safe and comfortable workplace
  • 19. Morale Factors in Retention
    • Supporting and encouraging career development
    • Keeping employees advised of what is going on in their organization
    • Providing flexible and equitable work schedules
    • Offering mentoring programs