Uploaded on

 

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
149
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
4
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 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
    •