Employee retenion


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Litsa Roussos - Employee Retention

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Employee retenion

  1. 1. Employee Retention By: Litsa Roussos
  2. 2. Staff leave managers not companies.
  3. 3. My real reasons for leaving my last position are as follows:Leaders must inspire their people and be MENTORS. Alwaysteaching, sharing knowledge, best practice etc.People need constant reassurance and “care”,Your leader needs to instil a culture of nurturing and not thatpeople are easily dispensable.When new management took over, the business was run likean institution.Going to work was just not fun anymore. Ego’s took over.
  4. 4. The real reasons why I left my job are as follows:I believe that a leader must be confident in themselves, that theyare not threatened by their staff and encourage ideas and forwardthinking and should celebrate this.Any staff member who challenged processes, decisions and ideaswas cut at the knees. One week you were the favourite and thenext you were not even greeted when you entered the office.Mrs Xxx management style was my way or the highway. Xxx wasruthless with staff who disagreed with her.
  5. 5. The real reasons why I left my job are as follows:There was constant fear among management not to challengesenior management as they knew the consequencesThere was continuous movement of the “goal posts”No consistencies in business decisions made..Leaders seem to be so caught up in cutting costs, numbers andfighting for their own survival that they are spending less timewith their peopleGet back to basics be caring and warm with employees, teach, bewilling to learn as well and staff must love being with you and notfear your presence
  6. 6. I’ve been giving my reasons for leaving my last position a lot ofthought since receiving the below e-mail from you. In summarymy reasons were as follows;We had to do report after report after report, it was a paralysis inthe analysisContinuous restructuring sometimes with fabulous ideas to beimplemented and a lot of hype created.. but nothing ever getsdone/implemented, pie in the sky type of stuff.Working hours were none existent it was more like you workedand somewhere in between you slept & ate. This is perhapsacceptable if you are rewarded and or recognized, but two yearswith no bonuses and minimal increases you begin to think - whybother?
  7. 7. Reasons why I resigned:Lacked a sense of belonging - I did not work through the ranks asdid the rest of the managers at the time. There was a lot ofresentment from them as I simply came into a top position withoutany prior experience. Both my peers and direct report went out oftheir way to ensure that I never felt part of the team.Lack of leadership and mentoring - My direct report lacked visionand could not provide the type of guidance that I required. I waslooking for a leader that could challenge me to articulate longerrange objectives and formulate plans to achieve them.Lack of innovation - The team and manager that I worked withwere not prepared to deviate from the way they had done things.There was no room for change or innovation and if the way inwhich things were done was questioned I was isolated with nosupport.I felt that management was more intimidated by me and thisinsecurity led to a very difficult working relationship.
  8. 8. My real reasons for leaving my last position are as follows:Management style: Crises management, lacked adaptability, not resilient, lacked process management, lacked communication skillsLine Management were not able to make decisions on their own about key challenges to the business and staff job dissatisfactionissues. They had to be taken to a higher level.But then there was no feedback or the problem was not resolved in an adequate manner where the solution was to the satisfaction of the staff and management.These managers do not add any input/value to your processes implemented/measurement tools/etc.
  9. 9. The real reasons why I left my job:Managers only get involved when something goes wrong.If the company does not have a trusted HR person in place toescalate the issues in a professional manner and find solutionsfor that employee before they disclose the grievance, the staffmember will leave because there is no forum for expression.
  10. 10. Impact of High Staff Turnover• Loss of IP (in a talent short market)• Loss of Productivity• Increased Costs – training, recruiting• Low morale – staff, management• Increased stress levels
  11. 11. So what is your management style?• Chameleons• Manage people differently• Max results• Not hierarchical autocratic• Will not work for the Millennial - their values and wants
  12. 12. Recruit the Right Staff• Management style, culture fit 80/20, Values, Ethics, Personality fit• Buddy system• Team to interview• Real reasons for leaving
  13. 13. How Do We Retain Our Staff? • Today I go to work to get fired! • We want to retain our staff • ROI on our greatest assets • Make them feel valued and valuable • The workplace replaces the family • Our staff, our brand! • Our staff, our competitive advantage • Our staff, our unique differentiator • Time spent ?
  14. 14. Communication Is Key!!• Barrier to communication• Relationship based business demands staff retention for client retention• How?- its how you say it• What?- impact of the behavior• Office politics• Cont..
  15. 15. Communication is Key cont..• One on One• Do it in spite of…• Inclusive employee engagement• Transparency• Assumed trust• Responsiveness
  16. 16. Know Your Business• Gain respect• Knowledge is power.• Learn and inspire• Don’t let staff believe they are indispensable• Go to training, coach. Get the ROI
  17. 17. Identify Staffs Changing Career Aspirations!! Work in the interest of the business and the employee to generate a win/win Why are managers reluctant to promote superstars into other positions? They do eventually move to the competition! Promote No.1 employee and retain the number two employee.
  18. 18. Build A Unique CultureNo recipe for allCompany and culture dependentSuccessful outputs validate correct cultureVisibilityConnectionHumilityTeamworkCircular organogramBoundary-less organisation
  19. 19. Inclusive Management Style • Staff at the coal face, recognise good ideas • Allow your staff to solution • Failure money • Empowerment • Make a decision • Develop and grow your staff eg attend conferences, join associations etc • Thinking time • Are you a hedgehog or a fox?
  20. 20. Management Evaluation• Rate on a scale of 1 - 5 (5 being the highest) how effectively we interact with one another?• Do you find my management style suited to your personality?• Do I listen to your needs both personal and business?• Do you feel I give you adequate recognition?• What can I do to retain you as a valued employee?• Am I fulfilling your career aspirations on an ongoing basis?• On a scale of 1 – 5 (5 being the highest) how approachable do you perceive me to be?• Am I responsive enough and follow through on my deliverables to you timeously?
  21. 21. A Leader Takes People WhereThey Want To Go. A Great Leader Takes People Where They Don’t Necessarily Want To Go , But Where They Ought To Be!!