WHITEPAPER

VOLUME TWO

EMPLOYEE RETENTION
REDUCING RECRUITMENT
BY INCREASING RETENTION
WHITE PAPER

EMPLOYEE RETENTION
REDUCING RECRUITMENT
BY INCREASING RETENTION

DRAKE INTERNATIONAL
NORTH AMERICA

VANCOUVEREDMONTON
CALGARYWINNIPEG
CONTACT DRAKELONDONHAMILTON
FOR FURTHEROAKVILLEMISSISSAUGA
INFORMATION ONTORONTOBELLEVILLE
BROCKVILLEKINGSTON
HOW OURCORNWALLOTTAWA
INNOVATIVEMONTRALQUEBEC CITY
SOLUTIONS CANMONCTONHALIFAX
PLANTATIONLOS ALAMITOS
CREATE A
SUCCESSFUL
RETENTION
PROGRAM THAT
WILL REDUCE
YOUR STAFF
TURNOVER.
CALL
O
R
VI
SI
T
volume two Drake
International NA
EMPLOYEE RETENTION
practical and actionable
employee retention
tactics that will have an
immediate effect on
improving top performing
staff retention.

Retaining
your best
staff is
essential to CONTENTS
1 :: INTRODUCTION
your 2 :: PEOPLE ARE
companys VALUABLE
performanc 3 :: RECOGNIZING
e. THE PROBLEM
4 :: SOLUTIONS
A :: Top Performer
Profiling
For B :: Orientation and
managers, OnBoarding
nothing C :: Performance
feels better Reviews
than having D :: Career Pathing
a and The Two-Way
productive Value Proposition
and happy E :: Communication
workforce and Employee
who are Engagement
collectively F :: Morale
focused on Boosting
the G :: Competitive
organizatio Compensation
ns H :: Non-monetary
success. Reward and
Recognition
I :: Employee
Surveys
Drake J :: Exit Interviews
offers K :: The
valuable Boomerang Effect
insight into
5 :: CONCLUSION
understandi 6 :: RETENTION
ng the CHECKLIST
causes of
undesirable
turnover. Look after your people and
We willthe business will look after
provide itself.

volume two
Drake International NA
EMPLOYEE RETENTION
having a your best
strong, people, but
successful, you can
happy certainly
1 :: workforce in minimize the
INTRODUCTI place who
are mutually
loss.
Reducing
ON focused on employee
Have you everthe turnover is a
phoned ororganization strategic and
revisited as vital issue,
client andperformance beneficial to
discovered . Hiring top- your
that the personquality companys
you wereindividuals is bottom line.
dealing with isan important It has taken
no longertask on its
considerable
working for theessential but
own,
to time and
company? Itsany resources to
an unfortunatemanagers attain a staff
and frustratingongoing whom you
realization. Allprocess is a are proud of
that time andcritical to replace
often money retention them starves
spent strategy. In your
developing afact, hiring organization
relationship does not of many
and sharingend when essential
business the success
strategies withcandidate factors
someone youhas (money,
trusted wentaccepted the overall
out theposition. attitude,
window. NowAdvantageo productivity,
recall how youus initiatives etc.) and the
felt about theand well- companys
organization planned ultimate
your clientprocesses triumph. The
represented. must firmly
be
in intent of this
Their place and whitepaper
reputation consistently is to help
became nurtured so you discover
unreliable, youthat the
lost faith inemployees importance
their businesswill have of retaining
practices andreasons to your
you probablyremain with valuable
lost interest inyour employees
working withcompany for and provide
them. So if yougrowth to you with a
have felt thiscontinue. list of
way aboutFollowing a solutions.
other well
companies, developed
then yourstrategy will
clients likelylet you
feel the samereduce
about yours ifrecruitment
you havethrough
trouble retaining
retaining youryour top-
top talent. performing
talent.
For Obviously,
managers,
nothing feelsyou hold
cannot
onto all
better than
 world, top revenue. It is
performers not just
are often human
2 :: PEOPLE made a resource
ARE variety of companies
offers before that are in
VALUABLE the people
they settle on
Like an art business
one career
collector who every
position. But
has spent time business
once they are
and research needs
working for
attaining that excellent
you, they
Great Masters people to
need reason
work which prosper. Can
and
embodies the
motivation to you think of
talent, skills a Fortune
remain. 500
and training of
the artist, company
getting The old that reached
excellent staff adage Look success
requires theafter the small without top
same passion.things and the performing
The collectorbig things people who
protects the look after have grown
painting withthemselves and
superior can easily developed
security and apply to your over time
environmental workforce. with the
methods. InLook after company?
your position asyour people
a manager ofand the Each
people youbusiness will individual
must dolook after who
performs a
whatever youitself. It could function at
can to keepnot be more your
that pricelessrelevant today organization
individual whoas when it no matter
works hard forwas first said. how junior or
your companyYour staff is senior are
and generatesmore than the puzzle
strong results. employees. pieces that
They are fit together
As anvaluable to create the
experienced individuals larger
business with unique picture of
person, youcompetencies success.
have and
Missing one
undoubtedly of those
characteristic pieces puts
used, or are ins who require
the process of a hole in the
appreciation picture and
using, effective
hiring tools toas much as a stops your
assemble whatpaycheck. In company
you believe tofact, people being
be the best are the single successful.
staff, with most valuable To keep
exceptional element within them, your
company
skills and whoyour must
fit well into yourorganization. develop a
companys Without retention
unique culture.them, you strategy with
In asimply clearly
competitive, cannot do defined
professional business or goals.
generate
volume two
Drake Interna tional NA
EMPLOYEE RETENTION
turnover. with his
For current
significant, employer. He
positive felt he was
3 ::
change, very talented
RECOGNIZIN
company in his job and
G THE
leaders had won
PROBLEM
must several key
establish accounts as
Who is distinct
ultimately retention proof. Yet he
responsible processes hadnt had a
for staff and raise in two
retention? programs years, and
Retention his boss
within all seemed
starts at the
levels of an incapable of
top. Sourcing,
organization saying
hiring and . After
retaining anything nice
finding the
motivated about his
right
employees is people, it is work. Kevin
the was putting in
manageme
responsibility of nts primary a lot of
the companys role to take overtime and
governing responsibilit was stressed
board and y for the from the huge
Leadership success of amount of
Team. Getting their work he was
and keeping employees expected to
good staff including complete with
demands leading decreasing
focused, formal people resources.
and informal towards Past
policies and performanc downsizings
procedures e goals and and
that make targets. employee
retention a reductions
prime Why are had left his
management people department
outcome. leaving? short-handed,
Managers If you are and yet
need to baffled as to workloads
appreciate why people were rising
staff every are leaving rapidly. He
day and your wasnt
constantly company, sleeping well,
work to keep then take a and his home
them on look at a life was
board. typical suffering
workplace because he
scenario: never had
The HR
department Kevin energy or
had time for life
alone cannot
grown outside of
reduce
frustrated
work. s at all levels
has become
such that
employees
are faced
Kevin had with
had enough increased
and began workloads,
interviewing ever-
with other stressed
companies. bosses, lack
But when he of incentives
was made an and fear of
offer from a reductions.
major This has
competitor, caused
he wasnt many
sure what to talented
do. In some employees
ways he to leave their
liked his current
existing job. organization
He recalled s. In most
having faith cases they
and being are not blind
happy with to the fact
the company that things
before the might not be
downturn better
and he liked elsewhere
his fellow but they are
workers
hoping for
some
although he
recognition
knew that
and perhaps
several of
a bit of relief,
them were
even if
looking as temporary,
well. He from their
couldnt help current
but think, situation.
maybe things
would According to
improve Dr. John
soon? Sullivan, an
HR advisor to
This Fortune 500
scenario and Silicon
has become Valley firms,
increasingly there are a
familiar in number of
companies factors that
in North will contribute
America. to a
The nature forthcoming
of work wave of
environment turnover. New
job lack of loyalty leaving once
opportunities to unattainable
are steadilycompanies. roles open.
rising in fieldsIncreased
that were oncecorporate Never has it
under recruitment been more
performing. efforts are critical to
Fast online jobaiming to organize
search snatch top your
resources letperformers
companys
retention
employees and the
programs
search andnatural shift
before high
apply to newof age turnover
jobs easily.dynamics takes hold
Globalization means and strongly
and off-shoringretirement impacts your
have created alevels will business
sense ofsoon come in goals.
discomfort andwaves,
e two Drake
volum International NA
EMPLOYEE RETENTION
r trai
v nin
i g).
e 3. Lost
The High w Producti
Cost of i vity
Employee n Costs
Turnover g 1
The costs of a new
high staff a emp
turnover can n loye
be incredible. d e
Some of the
ope
substantial s
rate
costs that o
occur when a s
u
person leaves bet
r
your c wee
organization i n
include the n 25
following: g %-
. 50
1. Recruitme %
nt costs 2. Training of
1 fr costs pro
o 1 orie duct
m ntati ivity
on leve
a mat ls
d erial for
v s the
e and first
rt train thre
i ers e
s time mon
i (ex. ths,
n call not
g cent incl
t er udin
o age g
t nts the
h requ time
e ire spe
ti on nt
m aver by
e age exis
s 4-6 ting
p wee
emp
e ks
loye
n or
es
t mor
i e of to
n clas assi
t sroo st.
e m 4. Lost
sales
 costs who has a
1 the 10% annual
los rate of
s turnover, the The Impact
of annual cost To Your
bu of turnover is Business
sin $7.5 million. Replacing
es staff is
s What obviously
wh company can expensive.
en afford this? But in
th Not only are addition a
e there the companys
rol direct reputation is
e financial also at
is costs of stake. No
va one feels
replacing
ca confident
staff but
nt. dealing with
other
repercussion
an
According to organization
s include the
William G. which
loss of key
Bliss, advisor cannot hold
skills,
to onto their
knowledge
entrepreneuria employees.
and
l companies, It suggests
experience, instability,
figures can
disruption to poor
easily reach
operations managemen
150% of an
and the t and a lack
employees
negative of good
annual salary.
effect on planning.
The cost will
workforce Regardless
be significantly
morale. In whether an
higher (200%
addition, high individual is
to 250% of
turnover let go or
salary) for
represents a leaves on
managerial
considerable their own
and sales
burden both accord,
positions. For
on HR more often
example, if the
representativ than not the
average salary
es and employee
of employees
managers leaves with
in a given
who are a bitter taste
company is
constantly in their
$50,000 per
recruiting mouth. That
year, the cost
of turnover at
and training feeling is
150% of
new staff. taken with
them
salary, is
along with
$75,000 per
the skills
employee who
they learned
leaves the
while
company. For
working for
the company you and
of 1,000 their
employees sentiments
are ofteninstability long
repeated toand forgotten
future frustration any of the
employers can cause lessons they
and theirwork learned
personal backlogs about
network. and slow retention
Reactively productivity. during the
losing Yet, perhaps 1990s. Many
talented more managers
individuals fundamentall have grown
can damagey, the arrogant
your employees because the
companys lack of faith last few
reputation forin the years of high
years toorganization unemployme
come. when they nt
see their co- guaranteed
Lastly, workers that most
constant highdeparting employees
turnover will effect would have
creates unrest productivity to take
in presentwork levels whatever
employees. in they dished
Positions unbelievably out. Over
which arenegative 75% of firms
made vacantways. have no
create distinct
increased What are retention
workloads foryou doing strategies
other staffabout the and those
members problem?
with plans
often outsideDr. Sullivan
have let
their positionsays that them fall into
profiles. Themost firms neglect.
sense ofhave by now
volume two
Drake International NA
EMPLOYEE RETENTION

Even if you dont have high employee

turnover today, your company should
look at implementing retention strategies.
Employees see retention efforts as more
sincere when managers are not being
forced to act due to high turnover.
The first step to solving the employee turnover
problem is to recognize that we indeed have a
turnover problem, said Bill Pollock, CEO of
Drake International, a global provider of business
consulting and implementation solutions, in his
article People are Everything.

When seeking to resolve the problems

associated with high turnover, companies must
first investigate the underlying causes. They
need to have in mind an appropriate level of
attrition by setting benchmarks against similar
organizations and taking into account the entire
cost of turnover to the company.

Some issues may be addressed at a local level

by placing a greater emphasis on listening and
responding to employees concerns and ideas.
Yet, in general, retention difficulties are likely to
require a company leader with the ability to
engage the employees - using strategies such
as job satisfaction surveys - who can also
create a broader, long-term plan.

If your company does not have effective

retention strategies set firmly in place,
then the time to act is now.

volume two Drake International NA

EMPLOYEE RETENTION
Sullivan helped
says the organization
reason for s realize
this is that their
4 ::
many firms productivity
SOLUTIONS
define the goals
goals of the through the
The Basic
retention retention of
Elements of program too
top
Retention narrowly. performers
Strategies For and the
As the example, if reduction of
economy the goal is recruiting.
improves and defined as
Drake
firms look to merely to consults
build their keep good
companies
talent people, you on the
strength, it is are
philosophy
only logical automaticall
that giving
that senior y dooming
leaders, careful
the effort by consideratio
managers failing to
and HR identify n to the
professionals specifics retention of
will top
that can be performers
increasingly measured.
look at reduces the
retention as a Rather, need for
a
major recruitment
broad set of
business and saves
carefully
imperative. time and
planned money. As a
criteria is
Dr. Sullivanessential result, they
states in hiswhen have helped
article organization
building a
Expanding strong s realize
the Scope ofretention their
Your productivity
program. The
Retention goals
solutions
Efforts that through the
addressed in
most newly following
the following
enacted topics:
section were
retention
recognized A :: Top
efforts will not
only fail and created Performer
they do soby industry Profiling
miserably. Asprofessionals B ::
someone whowhose Orientation
and
has beenexperience OnBoarding
designing prove C ::
retention invaluable to Performance
Reviews
solutions forany D :: Career
corporations company, of Pathing and
for well over aany size. The Two-
decade, Dr. They have Way Value
Proposit
 ion Often they
E :: can be
Communicatio mutually
n and A :: Top
Employee exclusive.
Engagement Performer The goal for
F :: Morale Profiles any
Boosting
G :: recruitment
Competitive Knowing strategy
Compensation how to should be to
H :: Non- select the attract a top
monetary
Reward and right performer
Recognition people, and who will stay
I :: Employee in fact,
with the
Surveys actually
J :: Exit company for
Interviews
selecting
as long as
K :: The them is
essential to possible. In
Boomerang order to hire
Effect successful
performanc those near
e. - Bill perfect
Pollock, individuals,
People Are an ideal role
Everything profile
should be
It is important created. If a
that both the company
organization spends
and the quality time,
employee energy and
know what focus to
they want to create such
get out of the a profile it
job. Yet, becomes
unknown to much easier
most to source
managers, qualified
retaining candidates
good staff who will
ideally successfuly
begins during fill the
the position.
recruitment
phase. A key A candidate
challenge profile
during should be
recruitment is built around
differentiating existing top
candidates performers
who do well skills,
in interviews knowledge
and and
candidates behaviour.
who will do Using
well in the predictive
actual performance
position. profiling
such ascandidates determined,
Drakes P3who perform candidates
proves the job well, can be
invaluable inbut P3 separated
this process. Itidentifies and into further
will matchdistinguishes categories
candidates tothe key based on
this criteriabehavioural their training
and distinguishtendencies requirement
them as futurenecessary for s.
key them to be
contributors insuccessful in It is
your their jobs and important
organization. in the unique that both the
Other organization organization
interviewing which they and the
techniques are entering. employee
and Once know what
assessments behavioural they want to
can clarifytraits are get out of
the job.
volume two Drake International NA
EMPLOYEE RETENTION
in the role communicatin
and learn g it to the new
the employee. If
B :: companys the position
Orientation expected profile
and outcomes. incorporates
Onboarding The these targets
To retain the orientation and is
most desirable process realistic in
workers,
must scope, new
provide a employees
employers
clear will enter the
must first
understandi position with
recruit them.
ng of the realistic
As mentioned
role and the expectations
above, the
performance of what they
actual hiring
targets must achieve.
technique is an
necessary to Of course,
important step
attain to time is of the
in the process complete
essence and
of building the role a great way to
relationships successfully. personally
that encourage By communicate
long-term establishing these
employment these messages is
relationships. targets from to utilize
the outset, technologies
Once ideal the such as
candidates are employee Drake
hired, their will not be Interactive, a
orientation to faced with web-based
the company surprise messaging
and the role is expectations service
paramount. As , instilling designed to
mathematician both bring to sight
Henry Block confidence and sound to
put it, We are and information
forced to rely reliability. often
on our people, delivered in
which is why Therefore, it flat, hard copy
we put so is the documents.
much responsibility
emphasis on of the Many
training them. companys employers
Orientation is key have
the critical experienced
stakeholders
fitting in the
to develop
phase of the frustration of
these
training hiring
expectations
process. New seemingly
prior to any
hires are ideal
sourcing for a
oriented to the candidates
new position
workplace for specific
and
culture, trained
positions only with the
to have them employee by
leave providing
immediately the highest more
after theproductivity attention,
orientation and the human
session. Ingreatest interaction
most cases,
longevity, and
wise information.
this
employers
introduction to
should
the companyengage their Additional
was neithernew rich media
hires
positive orwith such as
an
reassuring extensive, interactive
enough for thein-depth web
new employeeonboarding collaboration
and they leftprocess. tools offer
due to the
overwhelming Onboarding opportunity
bewilderment continues for new
or fear. So, tofar past the employees
gain to ask
point where
questions
orientation
and resolve
programs
troubling
typically
issues.
end. Some
Managers
orientation
who employ
experiences
technologies
conclude
such as
after a
Drake
couple of
Interactive
days of the
and
employees
PictureTalk,
first day.
which pro-
Yet, a
vides real-
number of
time
more
collaboration
enlightened
while
companies
conducting
have
small or
extended
large
their
meetings,
orientations
find this type
for a
of approach
number of
delivers the
months,
results
conducting
necessary to
follow-up
communicat
sessions on
e strongly to
a periodic
all
basis. This
candidates.
longer
Issues may
approach
be
often serves
addressed in
to deepen
person and
the bonds
the humanPerformanc properly
interaction ise Reviews conducted
ideal forPositive performance
reinforcing feedback on review
success a regular provides the
within thebasis does employee
company. Itmore to and their
lets the newpropel manager an
employee success in opportunity
know thatan individual to step back,
communicatio than any look at the
n is strongother bigger
within theperformance picture of the
organization, related employees
thereby tactic. performance
reducing Performance and to
turnover orreviews are discuss in
loss ofa chance to broad
interest byformally strokes
employees communicat whether the
who stay yete an performance
remain employees is below, at
unhappy. contribution or above
to the company
C :: company. A expectations.
volum e two Drake International
NA
EMPLOYEE RETENTION
requires that
criticism D ::
must come Career
with support Pathin
Performance g and
and a sense
Reviews the
increase the that the
Two-
chance of an company is Way
underperformi there to
Value
ng employee assist the
employee in Propo
improving sition
their achieving
As the
performance. and attaining American
success.
poet Oliver
A partnershipProved time Wendell
with aand again,
Holmes said,
company even the
I find the
such asmost great thing in
Drake, whoaverage of
employees this world is
consults on
are likely to not where we
reviewing
raise their stand, as in
techniques
the direction
and projectquality
we are
development, standards if
can result inthey are moving.
effective encouraged Such
performance through motivation is
reviews. constructive, vital for long
Putting theseopen term
into actionreviews. retention.
within theAlways Employers
workplace canrecognize must
be successes balance
immediately and never company
instituted toberate an goals with
improve employee employees
performance. who works personal
hard but goals. It
Quite simply,whose work stands to
negativity lacks reason that a
does notcompany happy,
work. We nostandards. In content
longer live infact, these employee
those darkindividuals has an equal
Victorian timesare often the mix of
when most open to successful
unrealistic andsuggestions professional
iron-fisted of and personal
tactics work toimprovement lives.
get an optimaland are Countless
performance ready to be studies have
from anmolded into determined
employee. the most that people
Todays ideal of who are
workplace employees. experiencing
problems - . As
whether illness mentioned
or lack of focus earlier,
on goals, etc. -the Drakes P3
generally workplace, it and
underperform is imperative Drakewize,
in their jobs.that your a skills
After all, they
organization evaluation
develops a tool, can be
are people first
value modified to
and employees
proposition identify the
second.
that skill sets
embodies and
So, in order tothese
make sure thatconcerns. strengths
your the
Essentially, individual
employees this two-
realize that theway value possesses
two aspects ofproposition
and what
positions
life are valuedis the they are
in marrying of most suited
company towards.
goals with
personal A strong
goals. To career plan
achieve this, will provide a
involving a sense of
third party
hope in the
organization,
future and
like Drake,
comfort in the
can help to
fact that their
facilitate
company is
candid
conversation concerned in
s, identify them as an
core issues individual.
and The key to
encourage this plan is to
the marry the
expression companys
of their goals goals with
while jointly personal
mapping goals, in
future plans. essense, the
Drake can real nuts and
provide bolts of
customized employee
certification engagement.
programs to It is like
help identify envisioning a
the journey, the
employees two are
suitability for taking
other together. The
positions result is an
and career employee
development
with aspirationsaim to hurdles that
who will seeaccelerate make
that theirtheir moving
current rolecareers. around
should beAssisting tough, or
performed toindividual they simply
the best of theirstaff do not offer
abilities in ordermembers in ways for an
that they mayfinding new employee to
continue to thepositions learn about
next position.within the possible
The credibilitycompany openings. If
this establishesmay be the employees
with thebest and stay
employee will most direct challenged
do more toway to and in
solidify the
influence continual
them to stay. developmen
intention to stay
Organization t, they will
more than any
s often generally
gift or bonus.
subconsciou remain with
sly erect the
All topnumerous organization
performers bureaucratic .
volum e two Drake International
NA
EMPLOYEE RETENTION
need to als
change. should
be able
Some form of Organizatio to leave
information
ns with low their
turnover current
platform, such
generally position
as a website or
follow with the
job board, or
several fewest
easily rules that amount
distributed guide the of
digital internal obstacle
announcement application
s as
s, is a great and transfer
possible
way to let process:
it
employees
should
know there are 1. Individu
not be
vacancies in als their
other should responsi
departments be able bility if
within the to their
company. One intervie
previous
such effective w for
position
tool to new
has not
communicate position
s been
vacancies is filled.
Drake without
permiss 4. Salaries
Interactives offered
messaging ion
from should
which can be
their
easily create a similar
present
speaking to those
manage
memorandum rs. an
distributed in external
2. Individu hire
an email to
als would
internal staff
should receive.
letting them
not
know of current
have to Outsourcing
and future
complet internal
vacancies. e
Deconstructing applications
applicati and
barriers makes on
it easier for transferring
forms to a solutions
people to move and if
between company
resume such as
positions within s are
the Drake can
used streamline
organization as they
it is outside the
this process
should from the
company. This be kept application
could mean very stage and
that certain simple. help to fill the
current 3. Individu vacancies
practices may
created from .
relocation or
transfer. From People work
a salary pointE :: for people,
Communicati
of view, Drakeon and not
has theEmployee companies,
expertise inEngagement and people
place in theNurturing need to
form of labourstaff should communicate
market be ongoing, effectively to
knowledge toa day-to-day ensure that
help clientsactivity. their voices
create aClear and are being
balance open heard and
between communicati their concerns
external andon is the addressed.
internal best More
compensation foundation companies
equity. for nurturing are devising
staff. communicatio
Nothing says n plans to
respect or keep
models employees
empowerme apprised of
nt more than company
managers performance
who actively and business
listen to their objectives.
employees. Keeping
The active employees in
listener the loop
appreciates increases
the their feelings
employees of inclusion
feelings, and helps
input and them realize
concerns their
which can importance to
be the most the company
cost- and its
effective way strategies and
to fosters the
acknowledg open
e people. communicatio
Being heard n
builds self- environment
esteem and successful
employees companies
with high have well
self-esteem ingrained
feel trusted within their
and valued culture.
and are less
likely to feel Technology
marginalized plays a critical
role inusing a tool conferencing
communicating like Drake tools to
corporate Interactive - facilitate
messages tocreates a company
the ranks. Forpersonal wide
instance, touch to meetings.
through thethese PictureTalk
internet, communicati will let the
employees canons and goes audience and
learn aboutfurther to meeting hosts
employment instill key intermix in
benefits, jobstakeholder real time
openings andinvolvement regardless of
the latestin all aspects location.
product of the Issues and
initiatives. Theycompany. If questions can
can also get anew ideas or be resolved
first look atprocedures immediately
annual are to be rather than
stockholder rolled out, elapsed time
presentations rather than a filled with
via online videostatic email confusion and
presentations or direct mail frustration
given by COOshandouts, which can
and CEOs.many often result in
Attaching richcompanies departing
media are enjoying employees.
interactive the benefits
messages -of web-
volum e two Drake International
NA
EMPLOYEE RETENTION
approach to d,
retaining an
staff. d
Goodies, ap
F :: Morale pr
gimmicks,
Whether ec
and gala
employees are iat
events on
heading for the ed
their own,
exits at an 2 employ
dont lead to
alarming ratehigh morale. ees get
or becauseNor do any to be
employee other quick- players
relations fix solutions. and not
issues areIn fact, when just
becoming such events hired
increasingly and hands
problematic, programs 3 employ
the issue ofcontradict ees get
morale isworkers to
critical todaily make a
operational experience differen
success andof not being ce
should be therespected,va
cornerstone lued or With such a
for anyappreciated, work
retention these experience,
strategy. approaches employees
Morale directlyoften lead to dont need to
affects thean increase be bribed.
bottom linein cynicism, They dont
through itsdistrust and have to be
impact oneventual plied with
productivity, turnover. treats to
customer make them
service (andWhat does want to
therefore lead to high come to
customer morale is an work and do
loyalty), intrinsically their best.
turnover, rewarding Morale
absenteeism work problems
and litigation. experience are
where: experiential
Companies problems;
must be1 em theyre a
committed to plo result of a
investing in ye negative or
morale es dissatisfying
boosting fee work
initiatives to l experience
reflect both res due to the
pe actual job
their sincerity
cte itself, ones
towards the d,
issue and relationship
val
their serious with their
ue
boss, not
having Benefits
adequate and
training or a Incentive
myriad of otherMaterial Program
factors thatsolutions or Competitive
affect morale.events dont compensati
Since moralesatisfy on and
problems areexperiential benefit
due to anneeds. In the packages
unsatisfying workplace, including
work the need to salary,
experience, feel that you bonuses,
the answer ismake a stock
in changingdifference, options, and
the workthe need to the
experience. be proud of traditional
More your work health
specifically, and your insurance
the answer isemployer, and
in creating aand the need retirement
work for autonomy packages
are just a few are tools
experience
that some
that itself isof the
experiential companies
rewarding (not
use to help
always fun, butneeds that
impact keep
rewarding).
morale and employees
productivity. onboard.
If these
needs are Salary
not met, no increases
material should be
solution or structured to
event will stay
make a competitive
difference. A within your
combination
market
sector,
of some of
geography
the solutions
and the
described position.
here all play
a part in Employers
engaging should
employees in distinguish
elevating and between top
driving a and bottom
culture with a performers
strong and by ensuring
positive that that
morale. those
individuals
G :: performing in
Competitiv the top
e quartile are
Compensa paid over and
tion, above those
in the bottomvarious developed
quartile. Yougeographic bonus or
may considersectors, you profit sharing
using 3rd partywill want to programs
salary surveys, understand provide
such ashow to apply encouraging,
Drakes Annualsalary goal-
North Americaninflators and oriented
Salary Survey, deflators in initiatives for
to benchmarkyour company employees
your to ensure to aim
workforces salary towards. The
salaries in yourequities goals for
market sectoramongst your success set
and geography.employee out by the
Due to thebase. manager
difference in and
cost of living inCarefully
e two Drake International
volum NA
EMPLOYEE RETENTION
monetary 7 Public
reward and Acknowl
recognition
edgment
programs 8 Career
the employee develop
are more can be ment
and
attainable if powerful
training
realistic and tools. 9 Compan
practical Increasingly,
y
incentives are companies organize
firmly in are using
d
place. informal
discount
methods for s such
Benefit rewarding as
programs are staff while fitness
important to financial member
employees. compensatio ships,
Benefits can n is discount
extend becoming s on
beyond the less the compan
traditional norm for y
health recognizing products
insurance and employee /
retirement accomplish services,
programs and ments. discount
can include: Reward s on
systems that clients
1 empl are person- products
oyees based are /
feel proving to services
respe be effective 10 Com
cted, especially munity
value when and
d, recognition Charity
and Involve
is linked to
appre ment
ciate personal
d desires or
needs such One of
2 employe Fortunes
es get to as: 2001 100
be Best
players 1 Time Companies
and not Off
to Work for
just hired 2 Flexible
in America
hands work
hours companies
3 employe has
es get to3 Job-
sharing established
make a
4 Office the
differenc Space Headstart
e 5 Home for the
Office Holidays
H :: Non- 6 Special program
Monetary Projects,
which
Reward Committ
ee matches up
Recognition Involvem company
Creative non- ent
employees results will
with hundreds allow
of needy organization
children overThe most al leaders to
the holidays. important anticipate
part of any issues in
informal advance of
reward and turnover.
recognition
system is Collecting
that it is
survey data
linked to
and
organization
understandin
al values
and that it is g concerns is
given only the first
personally step.
from Managers
managemen need to craft
t! and
implement
policies that
I :: meet
Employee employee
Surveys concerns
If you were head-on.
a doctor, Organize
you would company-
never wide
prescribe a communicati
treatment or on sessions
medication
that feed
without first
back survey
diagnosing
responses
the problem,
and
would you?
associated
Well,
actions, this
reducing
high lets
turnover employees
should be know they
approached are being
in the same heard and
way. that their
Implementin issues are
g regular being
employee addressed.
surveys Employee
allow surveys are
employers best
to take the delivered by
temperature a third party
of consultative
employees company
and gauge a such as
companys Drake which
culture and can deliver
mood. The an objective
evaluation andtrapped. So, in employee
encourage when people retention.
candid do leave it is Remember it
responses. important to is important
know why to learn from
J :: Exit and adjust the
Interviews hiring information
profiles, gleaned in
Facts dopolicies and these
not cease topractices interviews.
exist within the By not
because theycompany to paying
are ignored.address the attention to
Aldous Huxley concerns. A the results
structured turnover will
It is unrealisticexit interview continue for
to think thatprogram can the same
good peopleplay an reasons.
can beintegral role
volum e two Drake
International NA
EMPLOYEE RETENTION
surface
As you when
create your asking
companys about
Consider using
exit reasons
a 3rd partyinterview
for
organization toquestionnair
leaving.
create ande it is
conduct yourimportant to 2. Ensure
exit interviews.strike the that
HR consultingright balance there is
experts suchbetween the more
as Drake areneed for than one
an objectiveinformation way for
resource and survey employe
which length. es to
encourage express
employees toThere are their
act morefive key reasons
openly andguidelines for
honestly withthat should leaving
their answers.be kept in
Drake has anmind to help includin
innovative webensure that g
based servicethe end several
that helps youresult is a open-
conduct staffuseful and ended
exit interviewseffective question
from anywheresurvey: s for
in the world. It them to
also assists in1. Do not include
the collation, their
focus
reporting and own
solely on
analysis of commen
the
interview ts to
employee
results more get a full
s
efficiently than perspect
reasons
manual efforts. ive on
The for
their
information leaving
decision
collated from but also
to leave.
these on the
interviews is employee 3. Incorpor
excellent for s ate key
developing attitudes behaviou
and adjusting and ral
job profiles experienc measure
and refining es that s such
the position for identify as the
the next the employe
candidate issues es
further and satisfacti
improving the concerns on with
chances of which the job
retention. may not itself,
how well been used
the to describe
employees employees
job 4. Recogniz who return
responsibili e that exit to an
ties were interview organization
defined, practices .
perceived need to Boomerang
opportuniti be employees
es for implemen are usually
advancem ted very
ent and the consisten committed
employees tly and in to their
perspectiv such a position and
e on the way as to the
amount of encourag company
training, e and are
feedback employee therefore
and s to can become
recognition share the some of
received. their your best
opinions recruiters
honestly. for new
talent and
5. Incorpor mentors for
ate the existing
ability to employees.
examine The time
results they have
not only spent away
on the from the
basis of organization
individual has given
results them the
but for additional
the knowledge
organizat of the
ion as a market, and
whole. they have
personally
K :: The experienced
Boomerang that perhaps
Effect the grass
The word isnt greener
boomerang on the other
has recently side.
volum e two Drake
International NA
EMPLOYEE RETENTION
employees is their bottom
an art. line. The
Increasing cost of
retention replacing
5 ::
requires employees is
CONCLUSIO
careful an excessive
N
As identified in
planning and one which
implementati most
this
on resulting companies
whitepaper,
in a solid cannot
many issues
program afford.
are at stake
which Compared to
when retention
incorporates the cost of
is not
many or all of retaining
consciously
the solutions existing top
prioritized.
mentioned in performing
From a
this employees,
damaged
whitepaper. the cost
company
Incorporating difference
reputation to
these and time
low employee
techniques constraints is
productivity,
into your staggering.
high turnover is
internal
negative andcompany
It is
costly. Keepingplanning
essential
employees whodoes not that every
outperform necessarily recruiter and
beyond require manager
expectation expenditure. should be
reduces theIn fact, many concerned
need to recruitof the with
and cutsretention retention
related hiringstrategies from the
and trainingmentioned start of any
costs. Putabove cost recruiting
simply - youlllittle or no program.
have amoney to The process
successful implement should be
company ifand require conscious of
you treat yournothing more the end
employees than carefully goal: to
well so theyplanned time keep the
want to staydedicated to individuals
with you. longterm who
goals. outperform
Hiring top-Companies in your
performing must realize company.
and that by Making the
enthusiastic keeping their new
employees turnover employee
requires alevels low, aware that
certain knack.they are in the intention
But keepingfact is to keep
those them as
improving
long as deliver
possible quantifiable
encourages results to
the employee your
in committingThis retention
to longtermcomplimenta problem
goals andry and,
planning whitepaper ultimately,
within theis designed your bottom
organization. to help you line, contact
No retentionevaluate a Drake
strategy isyour office in
static butemployee your
should beretention community.
constantly program to Our
evolving toensure that innovative
suit theyour line of
changing organization proprietary
needs of thehas the best technologies
workforce. possible and Best
practices in Practices
place to Consulting
reduce Services will
costly make your
turnover. If retention
you want to strategies
partner with operate
a forward efficiently
thinking and
organization effectively.
who will
volume two Drake International
NA
EMPLOYEE RETENTION

6 :: RETENTION CHECKLIST

1. Recognize that people are valuable . Think of them as a great art collection that has
taken time and money to develop. Take of them, nurture them, and youll keep them.

2. Recognize you have a problem . Once understood and the responsibility is identified,
the costs of high turnover will motivate you into creating a strong retention program.

3. Find out why people are leaving . The answer to this question is the first step to
realizing you have a problem and can be the basis for your retention strategy.

4. Set goals for your retention strategy.

1A Top Performer Profiling Begin at the recruitment stage by comparing
candidates to your best employees.
1B Orientation and OnBoarding Well planned, post hiring fitting-in plans instill
longterm employee confidence in the organization.
C Performance Reviews Performance feedback on a regular basis propels success.
1D Career Pathing and The Two-Way Value Proposition Paralleling company goals with
personal goals and planning for success in the future creates motivation to
outperform in current positions.
1E Communication Listening commands respect and representation.
1F Morale Boosting - Respect, value and appreciate employees does more than
financial compensation to increase retention
1G Competitive Compensation 3rd party salary surveys allow you to stay current
and your employees to stay with the company.
1H Non-monetary Reward and Recognition A variety of rewards will increase
employee gratification and happiness.
IEmployee Surveys Let your employees be heard and listen to their concerns.
1J Exit Interviews Learn from the recently departed and change the existing
profiles and perhaps company structure.
1K The Boomerang Effect Tap the resource of returning employees whose
experience and connections are invaluable.

5. Utilize the unique and innovative solutions created by Drake to solve your retention problems.
Drake specializes in providing the best, most suitable and well qualified people and products
for your organization. Our intention is to let our services outperform beyond your
expectations, reducing your need to recruit new employees and developing a workforce
who are dedicated to your organization.

volume two Drake International NA

ABOUT DRAKE

Members of The Drake International Group of Companies are global leaders in the field of
human resources, consultative management, staffing and technology solutions.

For more than 50 years, Drake International has helped North American businesses solve
productivity problems and recruit the best people. We begin with a business needs analysis
which pinpoints the optimal way in which we can help your organization achieve its strategic
objectives and overall workforce optimization strategy.

Using a partnership approach to deliver measurable results, Drake optimizes a companys profitability
applying a blend of flexible staffing, permanent recruitment and technology solutions. Using innovative
strategies Drake reduces costs, increase revenues and customizes HR solutions including
outsourcing of non-core business functions. Our unique vision plans to hire the right people for our
clients the first time, thus saving them money by reducing their need for recruitment.

Drakes operating philosophy is based on the principle that organizations and people are at
the highest level of productivity when they are working with the right skills, knowledge and
behaviours, using the best processes and technologies.

We aim to assist your organization in achieving heightened productivity, performance and

profit standards through the effective use of people and the application of proprietary
technologies to help match workforce levels to workload.
 DRAKE INTERNATIONAL
NORTH AMERICA

CONTACT DRAKE FOR FURTHER INFORMATION ON VANCOUVEREDMONTON

HOW OUR INNOVATIVE SOLUTIONS CAN CREATE A
SUCCESSFUL RETENTION PROGRAM THAT WILL
REDUCE YOUR STAFF TURNOVER.
CALL
OR VISIT
CALGARYWINNIPEG
LONDONHAMILTON
OAKVILLEMISSISSAUGA
TORONTOBELLEVILLE
BROCKVILLEKINGSTON
CORNWALLOTTAWA
MONTRALQUEBEC CITY
MONCTONHALIFAX
PLANTATIONLOS ALAMITOS

COPYRIGHT
DRAKE INTERNATIONAL NA
ALL RIGHTS RESERVED.
DRAKE, ITS LOGO, AND
DRAKE OUTPERFORM
ARE TREADEMARKS OF
DRAKE INTERNATIONAL.