Employee Engagement & Retention
- Reduced employee turnover and absence and improved the culture.
Challenge / objectives –
- The employee turnover rate was very high (33%) and from exit interviews it was known that the main cause was likely to be poor management (partly due to the turnover of managers).
- Absence was at 17 days per employee per year.
- Retention in some homes was far better in some than in others and this correlated with information from employees and former employees on how the managers managed.
Work carried out –
- Developed a retention/engagement strategy, which included better recruitment, internal communication and training for all.
- Developed a skills matrix for managers, based on Gallup’s work on engagement, and mapped existing managers against it.
- Introduced accredited management training, where home managers could work towards a degree qualification; this made it easier to recruit and retain good managers.
- Introduced an employee recognition scheme.
- Implemented FISH as a way of working with teams to improve relationships in the homes and improve engagement (be there; play; make their day; choose your attitude).
- Introduced a wellness programme, including free fruit days, health awareness days and personal stress management tools.
- Introduced an employee survey.
- In the first year, turnover reduced to 28% and absence days went down to 10 days per person per year.
- Manager turnover was much reduced.
- Fewer reports of bullying in the homes; fewer grievances; far fewer employment tribunal claims. [Other initiatives also were being implemented, so some of this may not have been due to the retention strategy.]
- Employees reported enjoying the FISH culture – although I left before this was fully in place.