The document discusses employee engagement and retention. It states that feeling engaged depends on the strength of the workplace, which is influenced by clear expectations, resources, opportunities, recognition, care, development, participation, purpose, quality, appraisal, and learning. The boss plays a key role in creating a strong workplace environment that nurtures employees. Retention strategies will be most effective when the boss creates a nurturing environment where employees can learn and grow. Growth opportunities within the company also help with retention, as they provide career advancement. Feeling valued, having opportunities for professional development, good management, and fair compensation all contribute to why employees decide to stay at an organization.

2. Retention Through Employee Engagement

3. Feeling “engaged” depends on the “strength” of the workplace not necessarily on the corporate leadership- Buckingham & Coffman, ‘First Break all the Rules’

4. The importance of feeling “ENGAGED”Companies do not retain people

5. People decide to stay

6. They decide to stay when they feel “engaged”

7. “Engaged” employees stay longerFeeling “Engaged” depends onTHE STRENGTH OF THE WORKPLACE

8. CLEAR EXPECTATIONS

9. RESOURCES

10. OPPORTUNITY

11. RECOGNITION

12. CARE & CONCERN

13. DEVELOPMENT

14. PARTICIPATION

15. PURPOSE

16. QUALITY

17. APPRAISAL

18. LEARNINGIf we provide all the above, then we have built a GREATER PLACE TO WORK. Most of the above are in the hands of THE BOSS.

19. The BOSSThe “Boss” is the key factor in building a strong work place.

20. Talent retention strategy will work if we have the “Boss” in right place.

21. “Boss” who “nurture” and “mentor”.

22. Creates nurturing environment for the employees to imagine, explore, pioneer, invent etc.Growth is a pre-requisiteTalent can be retained with business growth.

23. New businesses provide career opportunities.

24. Retaining talent and growing business are therefore interdependent.

25. “Growth” is therefore a pre-requisite.They want to be with us. why?2/3 of the workforce have put up more than 10 years of service- BondageManagement by heart – Caring and sharing as one familyTrust Cultural fit – MNC with ‘Indian Character’140 divisions – ample learning and growth opportunities“Bosses without Bossism” - MentorsAge neutral - age diversityEmpowerment – Climate for actionWork life balance

26. Creating an effective Reward EnvironmentDoes the organisation’s reward and recognition policies and habits support the development of the desired culture? Is their a balance between the formal and informal reward and recognition initiatives?Is the working environment inspiring and does it make employees feel at home/special?Is it a caring environment/culture and does the organisation carry the employee’s well-being at heart?Is the management style promoting/facilitating development and growth?Do people believe in the organisation and it’s leadership?Does the organisation have formal recognition/award plans in place?

27. Creating an effective Reward EnvironmentRecognition Plans:Celebrate objective and/or goal achievementReinforce extraordinary performance, normally outside of job expectations.Recognise activities/ events/ milestonesPeer-to-peer, managerial recognitionAward Schemes:Cash awards (Once off bonus payment, vouchers, car-hire, etc.)Non-cash awards (Development programmes, overseas tours, trophies, certificates, etc.)Spot awardsRisk prevention awards

28. Creating an effective Reward EnvironmentOrganisation taking care of personal needs (Dry cleaning, shopping, etc.)Grocery delivery serviceCreche facilitiesHiring of Executive Cars for Employees (Ferrari’s, Porsche, Chauffeur-driven, etc.)Overseas toursHealth, golf, country club membershipVirtual officesSecure working environmentFlexible working hours/output based performance contractsRewarding/involving spouses/family members

29. What drives the Remuneration & Benefits Strategy?Reward StrategyREMUNERATIONVariable payPerformance /ResultBusiness strategyEmployeefringe benefitsDevelopment of pay according to personal performance and business resultCreating of pay structure according to business requirementsBase pay CompetenciesMarket5 4 3 2 1Development of pay according to job fulfilment and role behaviourPositioning of pay structure in the market Product Market Competition Labour Market CompetitionJOB GRADE FunctionStructuring of pay according to function value

30. 13Why Retention MattersCosts: 1½ - 2 times salary & benefits

31. Staffing costs – costs to hire

32. Vacancy costs – lost productivity

33. Training costs – to prepare new employee

34. “Acting” pay

35. Loss of knowledge

36. Work not done, priorities not met

37. Impact on colleagues 14Obstacles to RetentionCompetition for the tech savvy, interpersonally skilled Declining supply of library & information science professionals More choices for both degreed and non-degreed personnelLow compensationRetirements Freezes

38. 15The Changed Employer-Employee RelationshipThe “contract” is brokenLife Long Employment vs. Mutuality of PurposeFree agentsFlexibility to meet diverse needsWork/life considerations

39. 16Why Employees StayA feeling of connectionFeeling valuedPersonal and professional growthContinuous learningMaking a differenceGood managementCan’t afford to leaveFair pay and benefits

40. 17Retention Begins with Orientation

41. 18OrientationRelationship begins before the hire

42. Employees value a personal connection

43. Accommodate different learning styles

44. Make it interactive and fun

45. Complete paperwork and procedural “stuff” in advance19Orientation Beyond the WorkplaceOffer dual career assistance

46. Include family in the equation, invite to orientation

47. Match new employees with friends and services, new neighbors, teenage babysitters, etc.

48. Help with relocation20Assimilation Provide a buddy/ mentoringCreate & reward best practices

49. Develop expectations for management21Welcome!Desk, computer, workspace ready on day one

50. Welcome card

51. Balloons, food

52. New employee party at work site

53. Formal follow-up at 30, 60, 90, 120 daysKeys to RetainingTop Talent

54. 23Job Satisfaction & Retention

55. 241. Increase OpportunityChallengeInteresting projectsResponsibilityTeam leadershipSpecial assignmentsPromotion

56. 25Opportunities for Employee Development Internal recruitmentSupport for educationJob rotation/cross trainingTask forces, project assignmentsAcademies of learningCareer laddersMobility among libraries

57. 26Cultivating ExcellenceIndividual development plansCoaching/mentoringPerformance management with real feedback and coaching360 feedbackAccelerated advancement/stepsCo-manager opportunities Shared staff opportunities

58. 272. Decrease StressIdentify stressors

59. Distribute work evenly

60. Eliminate red tape

61. Manage interruptions

62. Promote and model stress-reducing activities

63. 28Work/Life BalanceDefine work in terms of what is to be accomplishedProvide flexible work schedulesEvaluate alternative work places and telecommutingAppreciate dilemma of child care, elder care, multiple individual roles“Allow” voluntary demotionsAppreciate diversity of personal values and priorities

64. 293. Provide LeadershipBuild trust Commit to helping others succeedOffer motivationSeek excellence Take action

65. 304. Emphasize Work Standards Focus on taking pride

66. Link performance to customer satisfaction

67. Develop customer service and quality measures collaboratively

68. Be very clear on expectations

69. Celebrate achievements315. Provide Fair RewardsEmployees want fair rewards for the work they do, based on:Skill ResponsibilitiesEffortWorking conditionsCommunicate Reward for top performance

70. 32Convenience/Concierge ServicesDry cleaner pick-upSupermarket / Carry-out delivery Financial planning Passes, discounts – zoo, museum Classes on-site – educational, fitnessDiscount coupons – cleaning services, manicures, lawn careWellness, health screening

71. 336. Allow Adequate AuthorityEmpower employees to actEncourage employee input to decisions, goals, and direction setting

72. 34Retaining Talented Workers as They Near RetirementPhased retirementRe-hiring as part-timers or consultantsTemp workTraining/mentoring assignment Sabbatical

73. Recognizing Employees“People will forget what you said. People will forget what you did. But people will never forget how you made them feel.”Anonymous

74. 36Recognition Enhances performanceHelps motivate Provides practical feedbackMakes it easier to get the work doneImproves productivity

75. 37Recognition UpdatedIncludes informal elementsMultiple programs & activitiesLeader-orientedFrequent & flexibleCulture of performanceUsed for everyone

76. 38Coworkers Recognize Colleagues DedicationAchievementCharacterService“Can do”attitudeRespectCooperationHelpfulnessFlexibility

77. 39Supervisors Recognize StaffHandling an emergency or difficult situation

78. Filling in on another job

79. Completing a special task

80. Consistently presenting a positive attitude that inspires

81. Giving time & assistance to an area or staff person outside dept. or responsibility40More Formal RewardsCustomer Service Award

82. Spirit Award

83. Service Awards

84. Retirements