LMP – Retention Introduction

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INTRODUCTION

We know success in business comes from being passionate about the service or products we provide. But that isn’t enough in today’s complex, highly competitive, cost driven marketplace. A successful business also has a long term or strategic plan; annually sets goals or sales targets; and prudently manages its inventory and finances. Inherently we also know that we need qualified employees who fit into the culture so our businesses can grow. Thus highly successful companies, small or large, have a retention strategy that aligns with their business goals. Those companies know the investment made into developing and managing a retention strategy will always deliver above average business results.

The fundamental aspects of retention strategies are an onboarding process; performance management process; effective managers/supervisors; recognition program and training and development opportunities.

Onboarding Process

A retention strategy begins the first day an employee starts the job when ‘onboarding’ or ‘orientation’ begins. We will be using the term ‘onboarding’ as it refers to a process that takes from three to six months instead of ‘orientation’ which usually refers to a one day information giving event.

First impressions are everything! An employee’s first impression should be:

• I feel welcome;
• I feel confident because company policies and job expectations have been clearly communicated to me;
• I can do the job because my supervisor is going to work with me on a training plan to learn all the aspects of my job.

Performance Management Process

Highly motivated employees want to know how they are performing and feedback is extremely important for them.If you have a high percentage of Generation Ys, they expect constant feedback because they are used to it from their parents, teachers and friends. The following are resources to gain more insight about engaging Generation Ys:

•  http://www.talentculture.com/workplace-culture-and-innovation/why-gen-y-employees-crave-constant-feedback/
•  http://iveybusinessjournal.com/topics/the-workplace/the-millennials-a-new-generation-of-employees-a-new-set-of-engagement-policies#.UrCQZPRDuSo

They want to have a map of where they can go within the company and what they need to do, learn or achieve to get there. Managing employee performance every day is the key to an effective performance management process. It is the manager/supervisor’s role to set goals, to ensure that job expectations have been clearly communicated and to provide frequent feedback to assist employees to perform more effectively.

Performance management as a retention strategy, is not a once a year event in the shape of a performance appraisal review. It is an ongoing dialogue, throughout the year, where the supervisor/manager and employee work together to plan, monitor and review the employee’s objectives and job/career goals.

Effective Managers/Supervisors

Retention of employees rises or falls on the leadership provided by front line supervisors and managers. Research shows that ’employees don’t quit their jobs, they quit their bosses’. When employees feel devalued or unrecognized by their manager/supervisor, there is a risk they will detach from the company. Once an employee disengages, it’s much easier for the individual to move on to another job which may or may not pay more. Training for front line supervisors and managers will significantly impact turnover within a company. Fundamental training topics are:

• Modeling expected behaviours and performance
• How to communicate job expectations clearly
• Constructive feedback techniques
• Conflict resolution techniques
• Performance management

Recognition Program

Employee recognition is always part of a retention strategy. Recognition is not a ‘one size fits’ all. If employees feel their efforts are recognized they are more likely to:

• Go above and beyond what is expected of them;
• Are more productive and motivated;
• Are more likely to stay with the company.

Recognition comes in the form of extrinsic rewards which are monetary and intrinsic rewards which revolve around the job quality, work environment and company culture. In the best scenario, extrinsic and intrinsic rewards should be combined in a complimentary way to promote motivation. It’s important to have intrinsic rewards in place because they increase employee job satisfaction which increases commitment to the company.

Training and Development Opportunities

Another best retention practice is creating and managing an ongoing training and development program. One key factor in employee motivation and retention is the opportunity to continue to develop job and career enhancing skills. Employee training and development should be looked on as an investment instead of a cost. Employees are more likely to remain satisfied if they receive a regular access to technical and non-technical training.

Training and development can be both formal and informal. The employee needs to develop a yearly personal development plan in partnership with the supervisor or manager. The supervisor/manager’s role is to provide the coaching, mentoring and feedback to ensure the employee achieves his or her goals.

Formal training can be costly and for Landscape Horticultural companies may be difficult to schedule because of peak season which is usually April to December and it may conflict with course offerings from community colleges and universities. Another type of formal training is on the job training with a specifically developed training plan. Informal training can come from ‘teaching moments’ where a supervisor is completing a task and walking an employee through how to do the task; coaching; and providing feedback.

This section provides information and tools on:


I. Frequently asked questions

II. Onboarding

III. Performance Management

IV. Role of a Supervisor/Manager

V. Employee Recognition

VI. Training and Development

VII. Succession Planning

a.     Definition of succession planning

b.    Steps to initiating a succession planning process

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