How to retain top performers

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Leadership: How to retain top performers - Contact centre Management group

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How to retain top performers

  1. 1. Leadership How to retain top performers
  2. 2. First lets discuss leadership
  3. 3. What leadership style do you have? Authoritarian Delegates Participative Ideal Leadership Soul Leadership “ By making a soul connection, your true purpose in life will become the foundation of everything you do”. -Deepak Chopra
  4. 4. What’s leadership got to do with talent retention – what the research shows! <ul><li>Based on information gathered over a thirty year period, the Gallup organization reported the following reasons for leaving: </li></ul><ul><ul><li>Career advancement or opportunities for promotion (31.5%) </li></ul></ul><ul><ul><li>Pay and Benefits (22.4%) </li></ul></ul><ul><ul><li>Poor job fit (20.2%) </li></ul></ul><ul><ul><li>Management or the general work environment (16.5%) </li></ul></ul><ul><ul><li>Flexibility or scheduling (7.7%) </li></ul></ul><ul><ul><li>Job security (1.7%)* </li></ul></ul><ul><li>Since leaders have a direct impact on the majority of these areas, it becomes apparent that your leadership can make or break any retention program you devise. </li></ul>Source: Leadership as a Talent Retention Tool By Gayla Hodges - http://www.changeagentsinc.com/CAI_Article_-_Leadership_as_a_Talent_Retention_Tool.pdf
  5. 5. What the research shows! <ul><li>In another study by the Saratoga Institute, the following reasons were given (based on almost 20,000 interviews) for talent loss : </li></ul><ul><ul><li>Job or workplace was not as expected </li></ul></ul><ul><ul><li>Mismatch between job and person </li></ul></ul><ul><ul><li>Too little coaching and feedback </li></ul></ul><ul><ul><li>Too few growth and advancement opportunities </li></ul></ul><ul><ul><li>Feeling devalued and unrecognized </li></ul></ul><ul><ul><li>Stress from overwork and work-life imbalance </li></ul></ul><ul><ul><li>Loss of trust and confidence in senior leaders.** </li></ul></ul><ul><li>Again, leadership can and should have significant impact on all of these areas. </li></ul>Source: Leadership as a Talent Retention Tool By Gayla Hodges - http://www.changeagentsinc.com/CAI_Article_-_Leadership_as_a_Talent_Retention_Tool.pdf
  6. 6. People respond differently <ul><li>People respond differently to the different leadership styles </li></ul><ul><ul><li>Autocratic </li></ul></ul><ul><ul><ul><li>Those who want lots of structure and decisiveness feel comfortable in this environment </li></ul></ul></ul><ul><ul><ul><li>But some people will not be open and honest and neither will they be loyal to the leaders (they might be to their job) </li></ul></ul></ul><ul><ul><li>Delegates </li></ul></ul><ul><ul><ul><li>Some people like to take on delegated work </li></ul></ul></ul><ul><ul><ul><li>Some don’t like to be micro-managed </li></ul></ul></ul><ul><ul><ul><li>Some reject taking on additional work delegated to them </li></ul></ul></ul><ul><ul><li>Participative </li></ul></ul><ul><ul><ul><li>Some people don’t like to engage – unless it is at a level that addresses their needs and interests </li></ul></ul></ul><ul><ul><ul><li>Many people like to be invited to participate in management processes </li></ul></ul></ul>
  7. 7. Why do people join you? <ul><li>Five key reasons </li></ul><ul><ul><li>Attraction to your business – your reputation </li></ul></ul><ul><ul><li>Attraction to the job opportunity (what’s in it for them) </li></ul></ul><ul><ul><li>Attraction to your culture </li></ul></ul><ul><ul><li>Salary and benefits </li></ul></ul><ul><ul><li>Circumstances and timing </li></ul></ul>
  8. 8. Profiling and assessment <ul><li>Conduct personal interviews </li></ul><ul><li>Host a day at work </li></ul><ul><li>Do case Study analysis and testing </li></ul><ul><li>Beware of the traps </li></ul><ul><ul><li>Good skills – wrong attitude </li></ul></ul><ul><ul><li>Good attitude – weak skills </li></ul></ul><ul><li>Remember - attitude trumps skills (skills can be taught – in most cases) </li></ul>
  9. 9. Create the right environment for people to be happy? <ul><li>Set clear direction </li></ul><ul><ul><li>Be clear in what you stand for and what you are trying to achieve as a business </li></ul></ul><ul><li>Match their strengths to their role </li></ul><ul><ul><li>Try to match people’s roles to their strengths – and then find opportunities for them to grow </li></ul></ul><ul><li>Guide them but don’t spoon-feed them </li></ul><ul><ul><li>Provide direction and examples – but do not spoon feed </li></ul></ul><ul><ul><li>Entrust them to do their work – and be prepared to live with their mistakes </li></ul></ul><ul><li>Manage their performance </li></ul><ul><ul><li>Give feedback regularly (formal and informal) </li></ul></ul><ul><ul><li>Communicate about the good and the difficult things </li></ul></ul><ul><li>Let them grow </li></ul><ul><ul><li>Give them space to grow </li></ul></ul><ul><ul><li>Engage them in challenging and stimulating work </li></ul></ul>
  10. 10. Create the right environment for people to be happy? <ul><li>6. Treat them with respect </li></ul><ul><ul><li>Treat your team as you would like to be treated </li></ul></ul><ul><ul><li>Be open and honest about everything </li></ul></ul><ul><ul><li>Set a good example – live your values and deliver the results </li></ul></ul><ul><ul><li>You should be ready and willing to learn from your team as they from you </li></ul></ul><ul><ul><li>Be flexible with their work conditions (where appropriate) </li></ul></ul><ul><li>7. Reward them when reward is due </li></ul><ul><ul><li>Share with them when the business does well </li></ul></ul><ul><ul><li>Reward them for good work </li></ul></ul><ul><li>8. Encourage them to create their own business opportunities through your business </li></ul>
  11. 11. Will they stay forever? …….No! <ul><li>Timing and circumstances will influence when good people want to move on – </li></ul><ul><ul><li>And you cannot do much to stop them!! </li></ul></ul><ul><ul><li>Keep good relations with you ex staff – the industry is small and you need each other </li></ul></ul><ul><ul><li>Encourage continuous contact for references and referral work </li></ul></ul>

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