STRATEGIC INSIGHTS FOR ATTRACTION AND RETENTION

Context

 Astute organisations aim for “preferred employer” / “employer of choice” status to attract and retain the required talent needed to achieve their goals and business aims. It is often stated and proved that having the right mix of talented people is key to competitive advantage.

 

In order to achieve this goal, a strategic framework outlining key components and tactics for attraction and retention should be outlined and kept up to date in the light of competitive and a wide range of complex environmental pressures and changes (e.g. demographic change, technological change, legislative change etc.)

 

Strategies presented in a framework ensure coherence, enable evolution and display an understanding of the dynamic systemic components and how they interact

 

Effectively addressing attraction and retention is a continuous process requiring a long-term perspective and acceptance that real change will take time and collaboration/partnerships among many stakeholders?

 

Actions that result from the framework typically address challenges such as values and culture, competition for talent from external organsiations, myths and misconceptions about working for any specific organisation, immigration and diversity strategies, generational differences in work expectations, and employee demographics, to name but a few.

 

One approach is to consider a lifecycle model and some key factors at each stage that engage or disengage people .These factors can be presented as questions in a sort of audit to stimulate thinking .Sensitive KPIs and measures are also required to keep reading and managing the situation:

 

1. Before joining the organisation:

·         How is the organsiations brand/reputation/culture perceived?

·         How is the organsiation seen as part of local communities, what sort of sponsorship and investment does it commit to locally and nationally?

·         What novel ways and routes are used to attract different demographics?

·         What is the quality of the recruitment process and how are applicants treated?

·         Are appropriate and selectively targeted incentives aimed at specific talent groups in short supply (e.g.  Golden Hellos)

 

2. After joining the organisation

·         On joining: What is the quality of the offer, final acceptance and welcome process?

·         How effective is the induction process and is it tailored to different groups whilst maintaining a generic core? For example are mentorship / buddy programmes in place to help people get on board in the first few months?

·         Are the job aims and deliverables clear and unambiguously hard wired to organisational vision/objectives so that people know the part they play and the impact of their work?

·         Are people interviewed after a few months in the role to see how they feel and to gather any ideas they have for themselves and the organisation?

·         Is the performance management process open, transparent and fair and linked to career development?

·         How is career and succession planning managed to ensure retention and development of key talent?

·         What sort of learning and development is provided and how is it delivered?

·         How talent is identified, encouraged and managed?

·         Are staff insight surveys being conducted as regular “temperature checks “on a wide range of measures to understand at granular level the quality of engagement? For example the impact of leaders and managers is crucial to attraction and retention. Data cut by leader/manager /departmental /site area can be very informative. Another example of a useful measure is to what extent staff believe that declared values are being really lived.

·         Are staff workshops in place to free up open, qualitative feedback?

·         Are manager/supervisor/leader 360 degree surveys completed to enable staff feedback and greater self awareness by managers - and is this information used for development and reward purposes?

·         Is the working environment stimulating, engaging and attractive?

·         Are policies in place to support work/life balance?

·         Are jobs designed to be satisfying and engaging?

·         Are pay levels and structures competitive?

·         Is the staff benefit system well designed and implemented and is it flexible, adaptable and attractive? For example do staff feel they have a stake in success and do they know the true value of their total reward package?

·         Is there a diversity strategy in place?

 

3. Leaving the organisation

·         Are leavers treated with dignity and respect such that they could be seen as “alumni”, willing returners for the future (future resource) and so that they do not broadcast poor perceptions of the brand (reputation management)?

·         Are exit interviews completed by a neutral person to capture and understand reasons for leaving to inform strategy and tactics for retention?

·         Are there a range of possibilities for some retirees – such as working in the community with

4. Underpinning requirements

4.1 Data, KPIs and Measures of Success

·         Are KPIs for attraction and retention in place to set a baseline, measure progress and benchmark? Is survey and insight data used to check temperature and progress with strategy?

·         Top level commitment:  Is the data generated a feature of the Main Board agenda/ considerations and does it feed into people strategy and Board reporting?

·         Is communication working at levels of excellence throughout the organisation so that everyone understands the main strategic thrusts / high level business plan?

·         Does the organisation complete resource planning set against its strategic intent and plans.

·         Is a fair balance of internal and external hires achieved?

4.2 Technology

·         Is appropriate technology being used to deliver slick, integrated and engaging processes for staff throughout the “lifecycle model”?

4.3 External Influence

·         Has the organsiation built networks and affiliations with external organisations, schools, colleges, universities, centres of excellence and other bodies to help enable retention and attraction?

·         Does the organsiation lobby and influence at political level to impact government driven education and employment policies and legislation?

·         Is benchmarking/competitor analysis used to learn from best practice?

4.4 Scenario planning

·         Does the organisation use scenario and sensitivity modelling and planning to examine upswing (good times) and downswing (bad times) events/shifts to have contingency plans ready for attraction, retention and reorganisation.

4.5 Innovation and Creativity

·         Is the organisation able to break out of conventional thinking and become a thought leader, best practice role model for attraction and retention? For example completely new ways of delivering work not involving rows of people stuck in an office?