Seizes the Future with Retention Training
Money Doesn't Buy Job Satisfaction
Hardware and Software Company
Business Need: The organization began to experience heightened
attrition among its North American sales force. The relationships,
technical skills, and creative problem-solving methods which characterized
the Field Organization became highly attractive as the marketplace
for such services dramatically expanded in the mid- and late '90s.
Mature competitors, as well as start ups, began to raid the company's
in one mission-critical field group hit 25%, customers began to
complain the loss of continuity and talent was seriously affecting
the compensation marketplace and ascertained that compensation
was at or above marketplace norms.
the underlying causes of attrition
and found the major drivers of turnover stemmed from managerial
practices. (However, most managers did not understand or feel
a sense of ownership for their role in retention.)
Retaining Top Talent™ with
field managers at every level to improve the management practices
proven to increase retention.
selection and employee assimilation
One year later, attrition in the critical group had been reduced
from 25% to 15% and overall attrition in the field workforce had
been reduced from 18.5% to 11.7%.
Business Need: Telecommunications
deregulation created an explosion of competition both for market
share and for the engineering, IT, and customer service talent required
to make growth possible. This company's business plan called for
high growth rates in the face of tough competition. In addition,
the organization's primary focus was Northern California, where
the talent wars of Silicon Valley made employee retention especially
difficult. IT employee retention had become a particular problem,
with attrition running at 32%.
- Regular employee
satisfaction surveys were instituted, along with a more focused
management teams participated together in the Retaining
Top Talent™ workshop in order to build collective ownership
for follow-up on individual retention action plans.
Over 24 months, IT attrition decreased by nearly half to 17%.
Services Company: Call Center Operations
Business Need: In three
of the company's hardest-hit call center operations, unwanted attrition
averaged more than 75% per year in 1999. The centers employed over
3,000 employees in geographies that were rapidly becoming call center
hot spots. Almost 70% of the attrition occurred within the
first 10 weeks of employment.
- In a drive
to differentiate the company and become an "employer of choice"
in the local labor market, all managers and supervisors in these
three most challenging locations participated in Retaining
Top Talent™. Managers focused on the factors within their
control which could make the call center a great place to work
for all employees.
- In addition,
improvements were made in selection
processes and in supporting
new employees as they adapted to call center requirements
Call center non-exempt turnover for these three locations
dropped from an average of 75% in 1999 to an average of 49.6 % in
2000. During the same year, attrition for other non-exempt employees
in locations not implementing Retaining Top Talent declined
only 1% to 54%.
Company Growing Quickly through Acquisitions
Business Need: Overall attrition
for this company hovered at 24% -- even higher in the engineering
and sales groups. Stock options were under water for many employees.
76% of those leaving were rated top performers, who often joined
competitors within the first 18 months of employment. Consequently,
key projects faced indeterminate delays.
an exit data analysis methodology
tailored to the company.
the top factors contributing to attrition in the organization.
with an internal senior team to set retention goals and accountabilities.
Retaining Top Talent
interventions by business unit, including European and Asia-Pacific
a summary of data gathered during the Retaining Top Talent
intervention and recommendations for further actions to the senior
Within 12 months, overall attrition declined to 17%. In addition,
the percentage of those leaving who were top performers fell to
57%. Key engineering product development projects were back on schedule.
Software Development and Sales Organization
Business Need: This organization's
unwanted attrition rate was running at 17-18% worldwide, higher
in the key field consulting ranks. Attrition costs had been estimated
at 22 cents per share in 1999. In the company's exit surveys, managers'
skills and practices had been identified as key reasons top talent
and analyzed information on attrition in the key group.
a retention planning process.
- Over 24 months,
implemented a major roll-out of Retaining
Top Talent in the following order:
and Senior Managers in company headquarters
Sales and Field Consulting Managers in North America, UK and
Australia, and South and Central America.
Attrition declined 4% worldwide. The reduction of 4%
represents about 1,400 individuals retained, estimated as a $98,000,000
savings for the company.