This document discusses strategies for retaining employees. It notes that retention is important because replacing employees is costly in terms of staffing costs, training costs, loss of productivity, and loss of knowledge. Some obstacles to retention include competition for skilled workers, declining numbers of library science professionals, and low compensation. The document outlines factors that influence why employees stay such as feeling valued, opportunities for growth, and good management. It provides tips for retention including effective orientation, assimilation, recognition programs, work-life balance, leadership, empowerment, and rewards. The goal is engaging and motivating employees so they want to remain in their positions.

1. Retaining & MotivatingRetaining & Motivating
EmployeesEmployees

2. 22
Why Retention MattersWhy Retention Matters
 Costs:Costs: 1½ - 2 times salary & benefits1½ - 2 times salary & benefits
 Staffing costs – costs to hireStaffing costs – costs to hire
 Vacancy costs – lost productivityVacancy costs – lost productivity
 Training costs – to prepare new employeeTraining costs – to prepare new employee
 ““Acting” payActing” pay
 Loss of knowledgeLoss of knowledge
 Work not done, priorities not metWork not done, priorities not met
 Impact on colleaguesImpact on colleagues

3. 33
Obstacles to RetentionObstacles to Retention
 Competition for the tech savvy, interpersonally
skilled
 Declining supply of library & information
science professionals
 More choices for both degreed and non-
degreed personnel
 Low compensation
 Retirements
 Freezes

4. 44
Population DeclinePopulation Decline
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
1975 1980 1985 1990 1995 2000 2005 2010 2015

5. 55
The ChangedThe Changed
Employer-Employee RelationshipEmployer-Employee Relationship
 The “contract” is broken
 Life Long Employment
vs. Mutuality of Purpose
 Free agents
 Flexibility to meet diverse
needs
 Work/life considerations

6. Think about yourselfThink about yourself
and your staff….and your staff….
Why do you stay?

7. 77
Why Employees StayWhy Employees Stay
 A feeling of connection
 Feeling valued
 Personal and professional growth
 Continuous learning
 Making a difference
 Good management
 Can’t afford to leave
 Fair pay and benefits

8. 88
Compensation isCompensation is
More than a SalaryMore than a Salary
 Salary
 Benefits - the “other paycheck”
 Work environment
A three legged stool!

9. 99
Retention Begins withRetention Begins with
OrientationOrientation

10. 1010
OrientationOrientation
 Relationship beginsRelationship begins before the hirebefore the hire
 Employees value a personal connectionEmployees value a personal connection
 Accommodate different learning stylesAccommodate different learning styles
 Make it interactive and funMake it interactive and fun
 Complete paperwork and proceduralComplete paperwork and procedural
“stuff” in advance“stuff” in advance

11. 1111
OrientationOrientation
Beyond the WorkplaceBeyond the Workplace
 Offer dual career assistanceOffer dual career assistance
 Include family in the equation, invite toInclude family in the equation, invite to
orientationorientation
 Match new employees with friends andMatch new employees with friends and
services, new neighbors, teenageservices, new neighbors, teenage
babysitters, etc.babysitters, etc.
 Help with relocationHelp with relocation

12. 1212
AssimilationAssimilation
 Provide a buddy/Provide a buddy/
mentoringmentoring
 Create & reward best practicesCreate & reward best practices
 Develop expectations for managementDevelop expectations for management

13. 1313
Welcome!Welcome!
 Desk, computer, workspace ready onDesk, computer, workspace ready on
day oneday one
 Welcome cardWelcome card
 Balloons, foodBalloons, food
 New employee party at work siteNew employee party at work site
 Formal follow-up at 30, 60, 90, 120Formal follow-up at 30, 60, 90, 120
daysdays

14. Keys to RetainingKeys to Retaining
Top TalentTop Talent

15. 1515
Job Satisfaction & RetentionJob Satisfaction & Retention

16. 1616
1. Increase Opportunity1. Increase Opportunity
 Challenge
 Interesting projects
 Responsibility
 Team leadership
 Special assignments
 Promotion

17. 1717
Opportunities for EmployeeOpportunities for Employee
DevelopmentDevelopment
 Internal recruitment
 Support for education
 Job rotation/cross training
 Task forces, project assignments
 Academies of learning
 Career ladders
 Mobility among libraries

18. 1818
Cultivating ExcellenceCultivating Excellence
 Individual development plans
 Coaching/mentoring
 Performance management with real
feedback and coaching
 360 feedback
 Accelerated advancement/steps
 Co-manager opportunities
 Shared staff opportunities

19. 1919
2. Decrease Stress2. Decrease Stress
 Identify stressors
 Distribute work evenly
 Eliminate red tape
 Manage interruptions
 Promote and model
stress-reducing activities

20. 2020
Work/Life BalanceWork/Life Balance
 Define work in terms of what
is to be accomplished
 Provide flexible work schedules
 Evaluate alternative work places and
telecommuting
 Appreciate dilemma of child care, elder care,
multiple individual roles
 “Allow” voluntary demotions
 Appreciate diversity of personal values and
priorities

21. 2121
3. Provide Leadership3. Provide Leadership
 Build trust
 Commit to helping others succeed
 Offer motivation
 Seek excellence
 Take action

22. 2222
4. Emphasize Work Standards4. Emphasize Work Standards
 Focus on taking pride
 Link performance to customer
satisfaction
 Develop customer service and
quality measures collaboratively
 Be very clear on expectations
 Celebrate achievements

23. 2323
5. Provide Fair Rewards5. Provide Fair Rewards
 Employees want fair rewards for the work
they do, based on:
Skill
Responsibilities
Effort
Working conditions
 Communicate
 Reward for top performance

24. 2424
Convenience/Concierge ServicesConvenience/Concierge Services
 Dry cleaner pick-up
 Supermarket / Carry-out delivery
 Financial planning
 Passes, discounts – zoo, museum
 Classes on-site – educational, fitness
 Discount coupons – cleaning services,
manicures, lawn care
 Wellness, health screening

25. 2525
6. Allow Adequate Authority6. Allow Adequate Authority
 Empower
employees to act
 Encourage
employee input to
decisions, goals,
and direction
setting

26. 2626
Retaining Talented Workers asRetaining Talented Workers as
They Near RetirementThey Near Retirement
 Phased retirement
 Re-hiring as part-timers
or consultants
 Temp work
 Training/mentoring
assignment
 Sabbatical

27. Recognizing EmployeesRecognizing Employees
““People will forget what youPeople will forget what you
said. People will forget what yousaid. People will forget what you
did. But people will never forgetdid. But people will never forget
how you made them feel.”how you made them feel.”
AnonymousAnonymous

28. 2828
RecognitionRecognition
 Enhances performance
 Helps motivate
 Provides practical
feedback
 Makes it easier to get
the work done
 Improves productivity

29. 2929
Coworkers Recognize ColleaguesCoworkers Recognize Colleagues
 Dedication
 Achievement
 Character
 Service
 “Can do”attitude
 Respect
 Cooperation
 Helpfulness
 Flexibility

30. 3030
Supervisors Recognize StaffSupervisors Recognize Staff
 Handling an emergency or difficult
situation
 Filling in on another job
 Completing a special task
 Consistently presenting a positive attitude
that inspires
 Giving time & assistance to an area or
staff person outside dept. or responsibility

31. 3131
More Formal RewardsMore Formal Rewards
 Customer Service Award
 Spirit Award
 Service Awards
 Retirements

32. 3232
Developing aDeveloping a
Recognition ProgramRecognition Program
 Focus on the areas that have the most
impact
 Involve employees
 Announce the program with fanfare
 Publicly track progress Have lots of winners
 Allow flexibility of rewards
 Renew the program as needed
 Link informal and formal rewards

33. 3333
Getting StartedGetting Started
 Start in your own
sphere
 Do just one thing
differently
 Focus on what you
CAN do
 Don’t expect
perfection

34. 3434
Building CommitmentBuilding Commitment
 Focus - employees know what they need to do
and what is expected of them
 Involvement - people support most what they
help to create
 Development – encourage opportunities for
learning and growth
 Gratitude - recognize good performance
(formal or informal)
 Accountability - employees are responsible
for their performance and lack thereof

35. 3535
Fine-Tuning Retention StrategiesFine-Tuning Retention Strategies
 Analyze turnover - address any problems
 Do exit interviews and USE the data
 Survey incumbents
 Paper/pencil, online
 Town hall meetings
 Meetings with senior management
 Not one size fits all! Target to individual
needs

36. 3636

37. 3737
THANK YOU!THANK YOU!