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Retaining Capability
Ideas
You can expect that between 2 and 5 % of people will leave for reasons beyond your control. It follows that a large proportion of turnover is manageable and we need to establish what is healthy and unhealthy for the organisation. Some turnover is vital in order to foster new ideas and allow people to develop.
The skill shortage , differences in generational values and emerging social responsibilities of employers, herald a shift in the meaning of work. Talented people are attracted to environments that offer growth and leadership; that are information rich, flexible and capable of providing a choice of incentives.
People leave because of:
Absence of challenge - "...my work isn't making me grow and the job has become boring."
Lack of respect - "...my ideas are not valued. I know how to make things better but I can't because of the way work and responsibility is organised around here."
Meaning and higher purpose - "...my work isn't meaningful to me. I am not part of a bigger idea that is making a difference."
Low level of attachment - "...I don't feel like I belong. I don't feel like I am a part of a team."
Perceptions about reward – "...I’m worth more than I get paid."
People leave managers not organisations. This may mean doing things differently.
Our Services
Retention
We can work with you to identify the drivers of engagement and retention and how these differ across your people.
What actions will enable you to keep your talented people?
Work-life Balance
What is this, what can you and should you do about it?
Recognition Programmes
We can work with you to identify solutions that complement your formal reward structure
Career Development Frameworks
Identify what you mean by a career and where you as an employer fit into an individual’s development and employability. Identify the drivers of engagement for different generations and demographics of employees and contractors.
Develop the tools for leaders to assist people manage their careers.
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