Retention-3

NECESSARY MEASURES

Metrics that Determine Success

NECESSARY MEASURES

Metrics that Determine Success

This is a sort of 30,000-foot-view of what we work on in employee retention engagements. It sounds simple and to a certain degree it is. It is about how an organization communicates value and how well it listens. It gets complicated really fast though, we have identified and catalogued over 700 specific expressions of the two drivers mentioned below.

There are a staggering number of ways to make people feel inadequate and almost as many ways to make them feel you are not listening. Addressing just a few of those issues significantly reduces employee turnover but more importantly recovers commitment, enthusiasm and productivity.

General Employee Assurance Methodology

Attrition Drivers

There are Two Major Categories correlated with 80% of all Voluntary Attrition:

1 - Nobody likes to feel inadequate

Common Illustrations:

- Communication - incomplete or unreliable

- Choices - absent or insufficient

- Challenges - unclear, unsatisfying or overwhelming

2 - It is easier to leave than argue

Common Illustrations:

- Promises - not specific, not kept, kept late

- Expectations - thwarted, changed arbitrarily, unfulfilled

-Commitments - unacknowledged, vague, incompatible

Premise:

Employees are generally loyal by default and become more so over time unless they encounter processes and/or events that interfere with the employer value equation.

Objective:

To analyze and develop processes that do not distract or detach the employee from the employer value equation.

Method:

Identify root causes of employee departure by quantitatively and qualitatively analyzing common drivers of voluntary employee exits.

Operating Premise:

Employee departures are seldom a response to a single event. Turnover is the visible resolution of a long and often invisible process. Frequently the turnover process can be interrupted by eliminating or postponing a single key antecedent.