Staff Retention Plan

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TABLE OF CONTENTS

INTRODUCTION ...................................................................... Pages COURTSHIP ............................................................................ Pages COACHING ............................................................................. Pages COMMUNICATION .................................................................. Pages COMPENSATION ..................................................................... Pages COLLABORATION ................................................................... Pages COMMITMENT ........................................................................ Pages CONTINUOUS IMPROVEMENT................................................ Page GLOSSARY.............................................................................. Pages APPENDIX A - DOA Leadership Core Competencies ................. Page APPENDIX B - DOA Employee Core Competencies ................... Page APPENDIX C - New Employee Orientation Check List .............. Page APPENDIX D - Sample New Employee Orientation ................... Pages APPENDIX E - Team Building Principles .................................. Page APPENDIX F - Meeting Skills ................................................... Pages APPENDIX G - Compensation & Rewards List.......................... Page APPENDIX H - DOA Guidelines for Recognition........................ Page APPENDIX I - Exit Interview Sample ........................................ Pages

2-4 5-6 7-8 9-10 11-12 13-14 15-16 17 18-19 20 21 22 23-30 31 32-35 36 37 38-39

May 2002

1

INTRODUCTION Why did the Department of Administration (DOA) develop a Retention Plan? Do we have an employee or knowledge retention problem? While the historical data on employee turnover is quite positive (DOA averages approximately 10 percent turnover each year with most employees leaving to accept promotions, geographically relocate, or retire), the marketplace is changing. The state estimates that 33 percent of some agencies' workforces will be eligible to retire in the next five years. Will departing employees take the specialized knowledge, that they've developed over time, with them? The reality of hiring freezes and possibly even layoffs during economic slowdowns mean it is critical to focus on retaining and enabling our remaining people to reach peak performance. Lean organizations depend more heavily on individual employees. The targeted audience for this guide is first-line supervisors. It provides questions to help you assess the quality of your work environment and clear action steps for improving it. The assessment and action steps are centered around Seven C's: Courtship - Addressing the initial phase of the relationship, courtship gets you, the department, and your new employee started on the right foot. Coaching - Building confidence and competence through training, encouragement and education, coaching includes orientating, mentoring, and leading, which are critical to developing long-term loyalty. Communication - Linking people and tasks together, communication is the open, concise exchange of information that promotes good morale and a feeling of contributing and belonging. Compensation - Broadly and creatively viewed, compensation to employees comes in many forms above and beyond the rate of pay. Collaboration - Working together in joint intellectual efforts, collaboration creates a sense of connection through shared experiences, responsibility, and success. Developing an employee who feels like a member of the team results in longevity. Commitment - DOA can demonstrate commitment through empowerment, building trust, frequent feedback, appreciation, recognition, and not taking an employee for granted. Employees will commit to DOA when DOA commits to them. Continuous Improvement - Updating skills, knowledge, and abilities, continuous improvement and employee development help an employee to avoid the possibility of professional obsolescence....
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