Employee Engagement & Retention

Achievements –

  • 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.

Results –

  • 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.