© 2010 Jones and Bartlett Publishers, LLC

Umiker's Management Skills for the New Health

Care Supervisor, Fifth Edition

Charles McConnell

© 2010 Jones and Bartlett Publishers, LLC

Chapter 24

Personnel RetentionPersonnel Retention

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Loyalty

Corporate loyalty is rapidly becoming an

obsolete concept.

There is a growing tendency for skilled

workers to feel greater loyalty to

occupation than to organization.

Loyalty of Individual to employer is fading,

as is loyalty of employer to employee.

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The New “model”

The new employer–employee model

is based on two realities: (1)

employers cannot guarantee

permanent employment, and (2)

resigning from a job is not a sign of

disloyalty.

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For Strengthening Employee Loyalty

Be honest with employees. Tell the truth

about policies and plans that may affect their

jobs.

Make your expectations clear..

Expect the best. Look for strengths. Either

eliminate weaknesses or make them

irrelevant.

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For Strengthening Employee Loyalty

Be perceived as a supporter, defender,

and facilitator.

Be consistent, fair, impartial, and

trustworthy. Earn your coworkers’ respect.

Practice true participative management.

Show that you value every employee.

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Loyalty is --

Not castigating organization,

colleagues, or boss, at least in public.

Behaving ethically and morally.

Making superiors look good.

Loyalty is not revealing confidential

information to outsiders.

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Why Turnover?

Employees leave their jobs for a

variety of reasons, one of the

strongest of which is dislike of the

treatment received from the

immediate managers.

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Retention Problem?

To determine whether a retention problem

exists, collect and study information from:

Records of actual rates of turnover,

grievances, and requests for transfer

Exit interview documentation

Recruiters and retention committees

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Retention Problem?

-- and information from:

Focus groups

Employee attitude or morale surveys

Performance evaluations, coaching

and counseling interviews

Personal observation:

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Possible Turnover Causes

Lack of competitive pay, benefits, or

appealing work environment

Location of facility, parking, and other

external factors

Weak recruiting and selection processes

Inadequate orientation and training

program

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Possible Turnover Causes

Lack of supervisory support

Lack of opportunity for promotion,

advancement, or education

Inability to adjust to changes, as in

individuals who have been out of the

work force for some time

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Retention Incentives

Cash-Oriented Compensation Plans

Career Development Offerings

Health-Promotion Initiatives

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Cash-Oriented Compensation Plans

retention bonuses

Gain-sharing and merit performance pay,

premiums for employees consistently

working long hours, and

salary adjustments or above-market pay

for key positions

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Career Development Offerings

career ladders,

internal transfers and job posting programs,

tuition reimbursement,

formal succession planning,

career planning assistance and training, and

outsourcing (outplacement) assistance.

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Health-Promotion Initiatives

health education,

health-risk appraisals,

health-risk assessments or screening,

special programs (for example,

smoking cessation, weight loss), and

on-site fitness facilities.

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Influencing Retention

A sound new employee orientation

Competent and compassionate

coaching

Conscientious team building and

leadership

High morale

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Morale Factors in Retention

Changing management style from

command and control to coach, counsel,

and encourage

Treating and compensating employees as

professionals

Carefully selecting benefits and rewards

Providing a safe and comfortable workplace

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Morale Factors in Retention

Supporting and encouraging career

development

Keeping employees advised of what is

going on in their organization

Providing flexible and equitable work

schedules

Offering mentoring programs