Keys for Retaining Your Valuable Employees By Nanci Porter, President, Eastridge Infotech

1. Keys for Retaining Your Valuable EmployeesBy Nanci Porter, President, Eastridge Infotech Presentation to Help Desk Institute April 13, 2005

2. Objectives Why/how the marketplace is changing Why employees �really� leave What are the revolutionary insights shared by all great managers? What are the 4 basic needs and motivations of people? What are the 12 questions you need to make sure your employees can answer? What can you do right now to retain your talent

3. Potential turnover today greater than ever � Why? More opportunities present Free agency Permanent white water

4. Recent Harris Poll findings on employees in key functional areas Only 37% said they have a clear understanding what their organization is trying to achieve and why Only 17% felt their organization fosters open communications that results in new and better ideas Only 1 in 5 was enthusiastic about their team�s and organization�s goals Only 15% felt their organization fully enables them to execute key goals

5. Only half were satisfied with the work they have accomplished at the end of the week Only 10% felt their organization holds people accountable for results Only 15% felt they worked in a high trust environment Only 13% have high-trust, highly cooperative working relationships with other groups or departments Only 20% fully trusted the organization they work for

6. Why employees �really� leave People leave managers � not companies! Perception that no one cares Low trust Lack of shared vision and values Misalignment (systems/process/structure) Disempowerment (lack of passion/connection)

7. The four basic needs and motivations of people (Body) To Live: To Survive (Heart) To Love: Relationships (Mind) To Learn: Growth and Development (Spirit) To Leave a Legacy: Meaning and Contribution

8. Whole Person in a Whole Job

9. What if work was a refuge? Managers embrace the whole person; body, mind, heart and spirit Companies stand by the universal principles of fair play, honesty, integrity and truth Supervisors/Managers guide by principle-based leadership

10. People have choices

11. What are the revolutionary insights shared by all great managers ? They see people through the lens of their potential and their best actions They validate and value people based on talents and strengths They recognize people don�t change that much They believe in them They help them discover and realize their own potential within them

12. Here are 12 questions that employees should be able to answer Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best everyday? In the last seven days, have I received recognition or praise for doing good work?

13. Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last six months, has someone at work talked to me about my progress? This last year, have I had opportunities to learn and grow?

14. How can we make a difference right now to keep talented people? Pick good people Set clear expectations Recognize excellence and praise it Notice incremental improvements and celebrate them Show care for your people Focus on the total person� body, mind, heart and soul.

15. Reading List The 8th Habit - From Effectiveness to Greatness Covey, S (2004). New York, Free Press The One Thing You Need to Know About Managing, Great Leading and Sustained Individual Success Buckingham, M (2005). New York, Free Press First, Break All The Rules Buckingham, M and Coffman, C (1999). New York, Simon and Schuster