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Enterprise Final Presentation: Employee Retention
- 1. 1 EMPLOYEE RETENTION M e l a n i e H u s s e y a n d A l e x J a c k s o n
- 2. TABLE OF CONTENTS 2 M E T H O D R E S U L T S S U P P O R T I N G R E S E A R C H P R O P O S A L C O N C L U S I O N
- 3. 3 METHODS
- 5. SUPPORTING RESEARCH 5 N E W Z E A L A N D J O U R N A L O F E M P L O Y M E N T R E L A T I O N S J O U R N A L O F C O M M U N I T Y, W O R K & F A M I L Y
- 7. 77
- 9. FINDINGS • Perceived flexibility has much greater effect on expected retention than work hours • Perceived flexibility increased odds of expected retention by 55% • Workers want more flexibility not fewer hours 9
- 10. 10 PROPOSAL
- 11. 1111
- 12. 1212
- 13. 1313
- 14. 1414
- 15. 15 CONCLUSION
- 16. 16 QUESTIONS?
- 17. 17 CITATIONS 17 • Amy L. Richman, Janet T. Civian, Laurie L. Shannon, E. Jeffrey Hill & Robert T. Brennan (2008) The relationship of perceived flexibility, supportive work–life policies, and use of formal flexible arrangements and occasional flexibility to employee engagement and expected retention, Community, Work & Family, 11:2, 183-197, DOI: 10.1080/13668800802050350 • Caillier, James Gerard (2018) Do flexible work schedules reduce turnover in U.S. federal agencies?, New Zealand Journal of Employment Relations, 55:2, 108-115, 10.1016/j.soscij.2017.09.005
Editor's Notes
- Alex and I recognized that since we have only been with the company for a short time, and since we are only two people, we weren’t exactly qualified to make suggestions for improving retention with the company since retention comes from peoples’ individual interpretations of the situation they are in now versus what their situation could be if they were to leave. We wanted to make sure that our project was based off a stronger platform than just our two experiences. We chose to build our platform by interviewing our coworkers to build an understanding of how everyone views their situation here at Enterprise. We asked our coworkers four questions to give us an understanding of those things they appreciated and were frustrated by, and the aspects of training they felt were the most beneficial, and those aspects they felt could be improved. We analyzed these responses to determine if any specific areas stood out and found that when it came to scheduling, we had the workings of our own small case study.
- Of the people interviewed at Alex’s branch, 83% of them mentioned long hours as a frustration without being prompted. On the other hand, at my branch, which has the ‘flex’ day, that number drops to 50%. Our small-scale investigation turned out significant results, but we wanted to make sure that this wasn’t just a coincidence so we turned to research conducted comparing flexible scheduling to retention and work-life quality.
- We found two studies that supported our findings on a large scale. The first was from the New Zealand Journal of Employment Relations and the second was from the Community, Work, and Family journal.
- In the study from the New Zealand Journal, researchers sent surveys to all of the employees of a large organization offering various work arrangements, some of which more flexible than others. They asked questions related to work interference with personal life, personal life interference with work, and general job satisfaction. Their sample was much larger than our own with 336 respondents, but their findings supported some of the trends that we noticed in our own branch surveys.
- The second cross sectional study we chose to include in this presentation analyzed a decade of research data from large organizations from 1996. By using data obtained over a more extended period of time, these researchers were able to draw relationships between scheduling and retention.
- The biggest takeaways from the study were that hours worked and perceived flexibility had statistically significant effects on expected retention, but perceived flexibility had a larger effect, increasing odds of expected retention by 55%. Therefore when coming up with solutions to employee frustration with hours, the key is not to offer workers fewer hours. Instead solutions should be geared towards offering more flexibility in work schedule, targeting perceived flexibility at work.
- Scheduling is not an issue at all branches, therefore we propose a survey that would be sent out to all branch employees each quarter to evaluate employee satisfaction over a range of issues. We have designed a method of gathering anonymous, honest feedback from employees inspired by the three critical questions.
- The first question would be “---”. If an employee answers completely satisfied, the survey is over. If not, they will be prompted with two follow up questions.
- These next two questions aim to determine the reason behind why employees may not be completely satisfied and give an opportunity for the employee to suggest a change that would make them completely satisfied. The goal of this survey is to determine areas of focus for improving employee satisfaction and therefore employee retention. The results of this survey automatically compile into easy to interpret graphics allowing for branch and area managers to improve their employees’ experiences.
- Here are the results of random submissions to show how the data would compile.
- Some employees may also like to speak to a manager so before the survey concludes, they will be given the opportunity to follow a link to request a meeting.
- We took this project in the direction of gathering information on how employees ---- This same process can be applied large scale to determine areas that can be improved before employees start looking for those improvements elsewhere. This survey can be modified as needed to meet the needs of different areas of the company. The biggest thing we want for you to take away from this presentation is that it doesn’t take many resources or much time for managers to get the information they need to keep their employees completely satisfied.