Employee Retention Strategies is uniquely designed to provide small- to medium-sized organizations (and business units of large organizations) with affordable, effective, fast and lasting solutions to improve employee retention,
satisfaction and commitment.

The Manager’s Retention Checklist
Builds Retention-Rich Workplaces

     Managers and supervisors who possess excellent track records for retaining high-performing staff have attained a healthy balance of helping staff achieve both organizational and personal, professional goals
     The checklist below is a guide for incorporating into daily management and supervisory practices the best of current research for retaining top talent.

For My Staff:

I work collaboratively with each staff member to develop a personal growth plan, and I support their acquiring new skills and provide opportunities for them to use their newly acquired knowledge and talents.

I look for each person’s strengths and guide individuals toward fully using their best talents.

I leave as many choices as possible in how work gets done to those who perform the tasks. I promote meaningful work by allowing employees to work on “whole tasks” whenever possible. My staff gains a sense of accomplishment greater than when they only repeatedly perform a single function.

I ensure all staff has the training they need to produce excellence.

I recognize and acknowledge personal achievement of each staff member at least weekly.

I provide performance feedback regularly and promptly; at regular reviews, there are no “surprises” to my staff.

I take a personal interest in each staff member, their professional and personal growth, their interests and passions. I assist with their being able to do more of what they love as often as possible.

I continually clarify and update job-performance requirements and expectations.

I am aware of the resources required by my staff to produce top-quality work. I ensure adequate resources by using my influence in the organization to obtain what’s needed.

I share company information regularly, and I demonstrate that I value employees’ desire to be “in the know.”

I regularly report results of our department’s work, its impact on the customer and the company, keeping staff apprised of how our work fits into “the big picture” of serving customers and achieving corporate goals.

I remain open to employee ideas and fully consider all, even if they appear at first to be impractical. I get back to the employee in a timely manner with an honest reply about whether the idea can be implemented.

I encourage my employees to learn from other departments and managers who are willing mentors.

I provide coaching to under-performing staff members. I appropriately reassign or terminate employees when their skills, personal deficits or behavior have a negative impact on customer service, company objectives or the morale of their coworkers.

I recognize these can be times of great uncertainty because of global economic shifts that may impact our organization and industry. I allow dialogue about concerns, and provide honest input. I seek answers when possible. I’m not afraid to say “I don’t know” when questioned about the future.

For Myself:

I am the monitor of my own behavior, providing a role model of integrity, compassion, passion and encouragement.

I never discuss one employee’s issues with another staff member. I keep confidences, except when there is potential harm to the company or other staff members.

I partner with other managers for the benefit of the company, customers and our employees.

I make good use of my own coaches and mentors and their advice. When I’m unsure how to handle a problem, I seek counsel from others before making crucial decisions.

When under pressure, I make efforts not to pass on my own doubts to my staff. I use my coaches and mentors to learn how to better manage my own stress.

I take care of personal issues by seeking help for myself, knowing that when I am doing well I can be the best resource to my staff members.

I am the advocate for my staff to my management, raising important issues that affect staff morale, customer service and the company’s strategic objectives.

I have my own personal growth plan that includes continuously improving my managerial skills.

I keep current on professional/technical issues and marketplace changes and learn from and pass on knowledge of my industry’s technical experts.

When approached by staff with a problem, I work hard to avoid being defensive. I listen fully and respond honestly. I realize that problems provide an opportunity to improve the department, my employees’ worklife and our response to customers.

I demonstrate to my staff that I am learning to balance work and home life. I set appropriate boundaries between my company obligations and my desire to spend time and energy with my family and friends.

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Employee Retention Strategies
(602) 493-0585
info@employeeretentionstrategies.com