This document discusses good practices for employee retention strategies based on research from the Saratoga Institute. It finds that the top reasons employees leave are lack of growth opportunities, lack of supervisor support, compensation, and boring work. Good practices for retention include matching expectations to reality, selecting the right talent, providing coaching, offering career advancement, making employees feel valued through recognition, reducing work-life imbalance stress, and inspiring confidence in leaders. Specific company examples show approaches like career development meetings, job title changes, team building activities, and work-life balance policies. An "employee of choice" model is presented to enhance retention overall.

1. Good Practices of Retention Strategies to
Keep Employees
VOLUTIONIZING RECRUITMENT AND RETENTION 2015
CapSquare, Prince Hotel & Residence March 24 & 25

2. Contents
Good Practices of Retention Strategies to Keep
Employees
7 hidden reasons why employees leave their
organizations
Good practices of retention strategies local and foreign
companies with real life examples
Employee of Choice model to enhance retention

3. What are good retention
strategies to keep
employees?

4. BACKGROUND

5. Employee Retention
Leigh Branham
Saratoga Institute of Research

6. Background
• Saragato Institute is part of PwC. World leader
in exit interview and employee commitment
survey
• Saragato Institute maintained a 5 years of
database of 19700 of exit and employee
surveys from 1999-2003
• Exit interview of 3149 employees
• Wide range of industries

7. Guessing
Reasons Percentage

8. REASONS OF LEAVING

9. 65 Reasons

11. Why Employees Are Leaving?
Reasons Percentage
Too few growth and advancement
opportunities
16
Lack of support by and respect from supervisor 13
Compensation 12
Job Duties Boring and unchallenging 11
Lack of leadership skills by supervisor 9
Work Hours 6
Unavoidable reasons 5

12. PEOPLE DO NOT LEAVE COMPANIES, THEY LEAVE BAD
BOSSES
Reasons Percentage
Too few growth and advancement
opportunities
16
Lack of support by and respect from supervisor 13
Compensation 12
Job Duties Boring and unchallenging 11
Lack of leadership skills by supervisor 9
Work Hours 6
Unavoidable reasons 5

13. Energy to Develop Leadership
Development

14. GOOD PRACTICES

15. Good Practices
To Match Expectations with Reality
Select the Right Talent for the Job
To Provide Coaching and Feedback
To Provide Career Advancement and Growth Opportunities
To Make Employees Feel Valued and Recognized
To Reduce Stress from Work-Life Imbalance and Overwork
To Inspire and Confidence in Senior Leaders

16. Retention Good Practices
To Provide Career Advancement and Growth Opportunities
Career Development
Weekly Department Meeting
1 On 1
To Make Employees Feel Valued and Recognized
Motivation Voucher
Corporate Strategy
Annual Employee Survey
Job Title Changes
To Reduce Stress from Work-Life Imbalance and Overwork
Pfizer – FCW

17. PAYPAL GLOBAL OPS
PULSE FINDING
Career Development
Job Title

18. BUSINESS CONTEXT
SETTING THE
SCENE

19. TEAM COACHING 1 HOUR

20. New Job Titles -
Talent Retention
Shanghai

21. Carsem
• Festive
• Team Bonding
• Communicate Strategies regularly
• Gemba Walk
• Leader-teach-leaders
• Team Building
• Supervisor Development

22. 22

23. RETENTION APPROACHES

24. Four Fundamental Human Needs
● The need for trust.
● The need to have hope.
• The need to feel a sense of worth
● The need to feel competent.

25. To Match Expectations with Reality

26. Select the Right Talent for the Job

27. To Provide Coaching and Feedback

28. To Provide Career Advancement
and Growth Opportunities

29. To Make Employees Feel Valued
and Recognized

30. To Reduce Stress from Work-Life
Imbalance and Overwork

31. To Inspire and Confidence in Senior
Leaders

32. EMPLOYEE OF CHOICE STRATEGIES

33. Employee of Choice

34. IMPACTS

35. ONE LAST THING

36. Corporate Culture
•

37. Four Corporate Culture

39. 39