Human Resources Today / HR Innovators Virtual Conference - September 2016
Employees at the front lines often have better ideas for innovation than others within the business, but when they walk out the door, they take those ideas with themWant to innovate better and faster than the competition? You need to hold onto your best employees and the ideas they have. In this session we will explore how various pieces of the talent life cycle are related to retention and examine more than 20 strategies and ideas for improving retention outcomes for your business.
It's not enough to want lower turnover--we need a strategy and a plan to get us there. Much of what HR and talent professionals do day-to-day is difficult to measure, but retention is one figure that executives understand well. Are you ready to keep your best employees and develop stronger engagement in your workforce?
Sign-up at http://www.humanresourcestoday.com
3. About Ben Eubanks
Ben Eubanks
Ben Eubanks is the Principal Analyst at Lighthouse Research, a
firm dedicated to uncovering the trends and technologies that
drive HR, learning, and talent. His research focuses on human
capital innovation, strategy, and technology. In addition, Ben
writes a blog for in-the-trenches HR leaders at upstartHR.com, a
resource that has touched more than 650,000 lives since 2009.
He also hosts “We’re Only Human,” a series on the HR Happy
Hour Podcast Network focused on the intersection of technology
and people in the workplace.
Talk about IBM study: industry convergence. What it means for us: tell Uber/Carnegie Mellon story.
Managers think people leave for money, they actually leave for culture, job fit, manager, work environment, etc.
Think like a scientist. Be willing to experiment, test, and pilot new ideas
1 Gamify-put everyone's retention rates out on a public board.
2 Put on your data geek hat. Target hot spots (VOANA)
3 Exit interviews, including online and post-departure. (digital courage)
4 Transparency. people want to know what is going on. Pull from transparency deck
5 Revisit ownership: make managers responsible for reporting retention.
6 Deliver high quality development. One 2015 study pointed to development opps as the #1 reason people join/stay with a company.
7 Realistic job previews. UnitedHealth Group shows videos of people serving patients. If you're not moved to tears, the job isn't for you.
8 Make it hard to get in. Lampo Group 12 interviews.
9 Create connections. Gallup question: friend at work. Social groups, etc. Pinnacle Pounders.
10 Let them leave--internally. Mature manager required. Talent mobility.
11 Create a performance enablement function, not a performance management/appraisal function. Help better. Can't drive only w/rearview mirror.
12 Glassdoor data. CEO approval ratings, benefits that matter. Not dogs at work and foosball tables. It's good insurance and retirement benefits.
13 Adjust your approach based on your compensation strategy. If you're lagging, expect more. If you're leading, you should expect less.
14 Stay interviews. Not a new concept, but still not often practiced.
15 CEO Save Strategy
16 Ask employees what's going on, and be willing to address it. 7 hidden reasons slide
17 Follow Dan Pink's Advice: autonomy, mastery purpose
18 Have leaders talk about retention often. Really often. A-little-too-much often
CVS Caremark story. Personal story.
20 Make growth more important than tenure. One company I talked with last week uses a person's growth and training as a factor in their performance reviews ,because they want to evaluate the whole person.