I know what you’re looking for and I’m here to help you get it.
A recent report by the Conference Board of Canada confirmed something many have known for a long time — managers have a critical role to play in retaining talent. When the Board looked at organizations that are able to effectively retain employees, one of the key differentiators was that managers took accountability for their employees staying or leaving. This accountability is definitely not the norm. Typically, when faced with a resignation, the first thought that runs through a manager’s mind is not, “What did I do that might have led to this?” Rather, more often it is, “We need to raise our salaries.”
The link
Another survey, by the Canadian Advanced Technology Alliance, underscores the link between management and retention. In this study, one of the most commonly cited reasons for leaving high-tech companies was bad bosses. Clearly, how managers are relating to their employees is key to retaining talent. Unfortunately, however, managers often undervalue the important role they have to play in contributing to employee satisfaction. They feel at the mercy of forces outside their control and are not engaged in practices that could dramatically reduce the turnover in their departments.
Another survey, by the Canadian Advanced Technology Alliance, underscores the link between management and retention. In this study, one of the most commonly cited reasons for leaving high-tech companies was bad bosses. Clearly, how managers are relating to their employees is key to retaining talent. Unfortunately, however, managers often undervalue the important role they have to play in contributing to employee satisfaction. They feel at the mercy of forces outside their control and are not engaged in practices that could dramatically reduce the turnover in their departments.
From an HR perspective, there are two things to address in order to affect change: a lack of awareness and a lack of training. Managers often don’t see the impact their day-to-day actions have on employees and don’t have the skills and knowledge to make a more positive impact. When managers are provided with education and tools, they feel more empowered to take charge of this difficult issue.
Dispelling myths
So what can be done to better engage managers in the struggle to maintain talent? Begin by providing them with some facts and dispelling some myths. Because employees are rarely completely candid in their exit interviews, managers don’t really hear the full facts that lead to premature departures. Instead, they hear about employees leaving for more money or a “better opportunity.” This reinforces their feeling of not being in the driver’s seat, of having little control over the situation.
So what can be done to better engage managers in the struggle to maintain talent? Begin by providing them with some facts and dispelling some myths. Because employees are rarely completely candid in their exit interviews, managers don’t really hear the full facts that lead to premature departures. Instead, they hear about employees leaving for more money or a “better opportunity.” This reinforces their feeling of not being in the driver’s seat, of having little control over the situation.
An exercise
One of the first challenges in any employee retention training is to help managers realize what HR professionals know only too well — money is rarely the determining factor in employee turnover. In fact, most of the reasons people leave are linked to factors within managers’ control.
One of the first challenges in any employee retention training is to help managers realize what HR professionals know only too well — money is rarely the determining factor in employee turnover. In fact, most of the reasons people leave are linked to factors within managers’ control.
A quick and straightforward way to make this point in a training situation is to ask managers to write down on an index card the main reason they left their last employer. Then have them share with a partner and elaborate on the circumstances.
Next, ask partners to report on the reasons people left their jobs. As they are listed on a flipchart, it quickly becomes clear that financial concerns fall far behind such things as lack of challenge, career growth, balance, recognition, conflicts with bosses, etc.
Often, compensation is not even mentioned at all. This simple exercise goes a long way to introducing managers to a broader way of thinking — employees leave when their values are not fulfilled and there are many more important values than money.
This realization often has a positive impact on managers. They begin to see that they have influence over many of the reasons employees leave. Now there is a foundation for learning and change.
Complex individuals
The next step in empowering a management team is to expose them to the wide range of work-related values employees may hold. Managers need to begin to see their team as complex individuals, each with their own unique “values maps.”
The next step in empowering a management team is to expose them to the wide range of work-related values employees may hold. Managers need to begin to see their team as complex individuals, each with their own unique “values maps.”
Just because someone is a Gen Xer, recently married or nearing retirement, we can’t assume to know what’s most important to him. While it is true that “free agents” and “boomers” differ in significant ways, ultimately people need to be treated as individuals, and time taken to uncover their values.
Retention tool kit
In any training, managers are looking for quick fixes and simple tools they can use. A “retention tool kit” will help to develop managers to the point where they take accountability for their part in retaining employees. This tool kit is comprised of open-ended behavioural questions they can use with employees to uncover and better understand employee values.
In any training, managers are looking for quick fixes and simple tools they can use. A “retention tool kit” will help to develop managers to the point where they take accountability for their part in retaining employees. This tool kit is comprised of open-ended behavioural questions they can use with employees to uncover and better understand employee values.
Through the use of powerful questions, managers can create a values map for each individual report and begin to take stock of how well work assignments, recognition and activities are linking with the employee’s core values. From a retention standpoint, this is the ultimate goal for managers. To be able to say to employees, “I know what you’re looking for, and I’m here to help you get it” is a powerful and engaging message.
Some practice in working with these questions is a valuable training exercise. Especially for managers from a technical background, entering into and leading discussions of this type can be unfamiliar ground. Assist managers to develop their confidence in this regard. Role playing these one-on-one discussions also has another benefit. It allows managers to experience what it feels like to have someone ask questions like: “What was the most exciting thing you did last week? What keeps you up at night? If you could change one thing about your job, what would it be?”
Because managers are time-pressed and results-focused, having the chance to personally experience the positive benefits of this type of discussion is key to them creating the time to sit down with their employees and have similar discussions.
Another excellent training activity that empowers managers is to spend some time on real-life case studies. What should they do when they see an employee at risk? Too often, managers are slow to act or do nothing at all until it is too late. Working with them to examine different scenarios and map out some action plans adds to their retention tool kit as well as to their self-confidence.
Provide them with a behavioural checklist to identify employees who are at risk of leaving. All too often, resignations come as a surprise to managers who are then left scrambling and reassigning work. This leads to a ripple effect as other employees have to pick up the slack and work harder and later.
By spending some time with managers helping them to learn to tune into the behaviour changes that often precede the decision to leave, they can learn to be proactive instead of reactive. Again, empower them and reinforce to them that they can address and prevent some of the turnover situations they face.
Retention on the agenda
Beyond training that addresses the above issues, ensure that managers keep their eyes on the real-time factors that are impacting turnover. One way to do this is to include retention as a standing item on the agenda at management meetings. What is causing people stress these days? What seems to be detracting from morale? Who seems most at risk and why? If training has been successful and managers are supported and encouraged to do so, they will begin to spend valuable one-on-one time with employees. Out of this time comes information that needs to be dealt with long before the next employee survey.
Beyond training that addresses the above issues, ensure that managers keep their eyes on the real-time factors that are impacting turnover. One way to do this is to include retention as a standing item on the agenda at management meetings. What is causing people stress these days? What seems to be detracting from morale? Who seems most at risk and why? If training has been successful and managers are supported and encouraged to do so, they will begin to spend valuable one-on-one time with employees. Out of this time comes information that needs to be dealt with long before the next employee survey.
By having a forum where managers can link their individual experiences and brainstorm solutions, they can increase their impact on the organization. What this also does is begin to build into the management culture the responsibility for taking direct action to maximize employee satisfaction in a wide variety of ways: policies and procedures, recognition and feedback, and so on.
For managers to take accountability for employee retention, they must be rewarded and recognized for doing so. It is important to build this accountability into their performance plans and compensation structure. Also, so much of the negative impact a manager can have on employees is a result of their leadership style and skills. It is critical that in these stressful and fast-changing times the capabilities of each individual leader are maximized through on-going training and coaching.
Ultimately, keeping the best talent is not possible without the full co-operation of managers. To do that, they need to be trained and empowered to make a positive difference.
Daniel O’Connor is president of Keepers Inc., a Toronto-based human resources consulting company (www.keepers.com). He can be reach at (416) 922-2284 or [email protected].
