EMPLOYEE ATTRACTION AND RETENTION STRATEGY
1. OVERVIEW
Key employee retention and attraction is critical to the long term health and success of any organisation. The ability to retain and attract your best employees ensures customer satisfaction, satisfied staff, retention of organisational knowledge and learning and effective succession planning.
Failing to retain a key employee is costly to any organisation becau apart from the cost to recruit and lect a new employee other issues such as training time and investment; lost knowledge; mourning, and possibly incure co-workers will all have an impact on the organisation.
Attraction and retention of employees in particular “key employees” is one of the big challenges facing the Local Government industry
The traditional approaches to attraction and retention are not as effective due in part to generational change and there is a need to take a more multi dimensional approach to the issue.
A successful strategy should involve a number of integrated factors that need to be successfully combined to provide the most attractive combination to potential employees of the Shire. Once employed the focus should then be to retain them for as long as possible subject of cour to both parties being happy with the arrangement.
The Shire of Northam is committed to creating a working environment that is -
∙ Rewarding;
∙ Challenging and satisfying;
循环小数一定是无限小数
∙Safe and cure;
∙Focusd and proactive;
∙ Fair;
∙ Equitable; and
∙ Legislative compliant
In order to support that philosophy the Shire has the following objectives:
∙To identify, attract, employ and retain employees who are appropriately qualified and have the skills and experience for any
position.
∙Employees are engaged under contracts of employment that contain levels of remuneration, benefits, terms and conditions of
employment that are competitive within the local government
industry.
∙To recogni the benefit of a balance between the development and promotion of existing employees versus the attraction of
employees with new experiences.
∙To assist employees to develop and maintain a balance between family and work.
∙To promote equal opportunity and recogni diversity in the employment environment.
∙To identify and resolve issues in an open and timely fashion having regard for the employees’ right to be dealt with dignity,
respect and according to natural justice.
∙That all work related counlling and discipline is conducted under the guidelines of documented performance management systems
and procedures.
∙All employees are committed to the objectives and values of the Shire.
2. KEY FACTORS
The following are the key factors that will be ud in the previously mentioned multi dimensional approach
2.1 REMUNERATION
Providing market competitive remuneration packages
2.2 BENEFITS
Providing tangible benefits to employees from both a financial and non financial perspective bad on the needs of both parties.
2.3 DEVELOPMENT AND CAREER OPPORTUNITIES
A commitment to the professional and personal development of employees and providing opportunities to progress within the organisation where possible.
2.4 PERFORMANCE RECOGNITION
Developing a culture that recognis, supports and rewards excellent performance both from a financial and personal perspective.
2.5 CULTURAL DIVERSITY
Developing and maintaining a culture that embraces the diversity of all employees, and address and resolves issues in a timely and appropriate manner.
2.6 WORK LIFE BALANCE
Developing and maintaining a culture that enables and supports the opportunity to have a desired work life balance and to promote the benefits of the Avon lifestyle. 3. WHAT DO WE NEED TO DO TO RETAIN EMPLOYEES
Rearch has shown that the following key areas need to be focusd on as part of developing and maintaining an organisation culture that supports and retains employees together with supporting strategies that need to be done to achieve the required results.
3.1 PROVIDE APPROPRIATE LEVELS OF REMUNERATION
Ensure that remuneration packages are competitive, provide an appropriate level of reward for the position and are keeping pace with acceptable industry standards SUPPORTING STRATEGIES
Make provision in the recruitment and lection process for a review to be undertaken for remuneration packages for all positions that become vacant to ensure they remain competitive.
Ensure that the performance management system provides for a review all remuneration packages both from a competitive and reward for performance perspective.
3.2 CLEAR EXPECTATIONS
Ensure that every employee knows clearly what is expected from them every day at work. Changing expectations keep people on edge and create unhealthy stress. There is a need for a specific framework within which people clearly know what is expected from them.
SUPPORTING STRATEGIES
Ensure that clear up to date position descriptions are available for all staff
Ensure there is clear organisation structure available with reporting responsibilities.
3.3 QUALITY SUPERVISION
The quality of supervision an employee receives is critical to employee retention. People leave managers and supervisors more often than they leave organisations. Starting with clear expectations of the employee, the supervisor has a critical role to play in retention and the following have been identified as areas that need to be considered
Clarity about expectations;
Clarity about earning potential;
Feedback about performance;
Hold scheduled meetings; and
Provide a framework within which the employee perceives they can be successful. SUPPORTING STRATEGIES
Managers will hold regular scheduled meetings to discuss workload and agreed outcomes
Develop and implement a performance management system which provides for systematic regular feedback on performance.
3.4 FEEDBACK IS ACTIVELY ENCOURAGED
Provide an environment where feedback is actively sought and where people are comfortable providing feedback. It is critical to develop a culture where employees offer ideas, are able to offer critical feedback without fear of retribution and commit to continuous improvement
SUPPORTING STRATEGIES
Develop a values bad code of conduct including an agreed communication and feedback strategy.
彩楼欢门Have feedback ssions built into staff meetings
Conduct regular staff satisfaction surveys
3.5 TAP INTO TALENT
Talent and skill utilisation is another environmental factor employees would like in the organisation. A
motivated employee will want to contribute in areas outside of their specific job description and who could contribute far more than they currently do. We need to identify them, their skills, talent and experience, and take the time to tap into it.
SUPPORTING STRATEGY
Develop and implement leadership identification and development programs
3.6 FAIRNESS, EQUITY AND RECOGNITION OF DIVERSITY
Fairness and equity for all employees and managing the diversity of employees in the organisation is critical to attraction and retention. If staff perceive a lack of fairness or equity or the diversity of ideas, talents, skills and values is not recognid and managed effectively they will feel undervalued. probably stagnate and ultimately leave.
实践报告题目
SUPPORTING STRATEGIES
Ensure appropriate policies are in place to ensure the principles of fairness and equity and recognition of diversity are recognid.
Training for all staff in recognising and managing diversity
3.7 OPPORTUNITY FOR GROWTH
The best employees, and tho you want to retain, ek frequent opportunities to learn and grow in their careers, knowledge and skill. A career-oriented, valued employee must experience growth opportunities within the organisation or they will stagnate and probably leave.
SUPPORTING STRATEGY然儿
Develop a structured training program as part of the performance management system to provide tho opportunities for staff.
3.8 RECOGNITION AND VALIDATION
生痰的食物有哪些Managers must regularly engage with all of their staff so they do feel as if they are recognid and exist in the organisation
SUPPORTING STRATEGY
悲伤的句子Managers must take the time to engage with all staff on a regular basis both on a personal and professional basis.
3.9 LEARN YOUR PEOPLE
Take time to learn about the talents, abilities and skills of all employees. It is a critical tool to help employees feel welcome, acknowledged and loyal.
SUPPORTING STRATEGY
Ensure that this is a focus during performance management and regular engagement with staff
3.10 NEVER THREATEN AN EMPLOYEE
Never threaten an employee's job or income in particular as part of any attempt to improve performance. If a position is possibly going to become redundant them the process needs to be very carefully managed. The threat of possible loss of job or
benefits no matter how true is a mistake becau it makes them and others nervous and the best staff members will start updating their resumes.
SUPPORTING STRATEGIES
Ensure there are discipline and grievance procedures in place to provide a clear framework for managers to performance manage employees.
黑椒酱做法Provide training for all staff in managing performance
3.11 REWARDS, RECOGNITION AND APPRECIATION
Employees must feel rewarded, recognid and appreciated. Monetary rewards, bonus and gifts make the thank you even more appreciated. Understandable increas tied to accomplishments and achievement, help retain staff. Tangible benefits aside a simple “thank you” or acknowledgement of good work and achievements on a regular basis goes a long way to providing an environment where people want to work, contribute and stay.
SUPPORTING STRATEGIES
Ensure the performance management system provides for increas to be tied to accomplishment and achievement.
Ensure the values bad code of conduct includes a provision for ongoing recognition and appreciation.
3.12 CELEBRATE ACHIEVEMENTS
Take the time to celebrate with staff on achievement and look for opportunities to recogni good work and say thank you on a regular basis.
双牌水库SUPPORTING STRATEGIES
Hold regular and informal staff functions to recogni achievements.
4. WHAT NEXT?
A Human Resources Plan Strategy is currently being developed which will have a major focus on Attraction and Retention of Staff.
A significant part of that plan will focus on the key factors identified in this strategy and the key areas required to develop and maintain an organisational culture that supports, develops and retains employees.
This strategy will be included in the plan as an Appendix.
August 2009
