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Training and Employee Retention Strategies
1. Leadership development, learning opportunities, and employee retention are correlated. When organizations invest in leadership training, employees are less likely to leave and engagement increases. 2. There are different learning approaches for different generations, including classroom, work projects, coaching, and exposure to events. Creating a challenging environment where employees can constantly learn and progress is important for retention. 3. Learning and professional growth should be acknowledged as core values for employee development, regardless of generation. Strategies like the Evergreen Project have shown organizations that focus on these areas can achieve superior long-term performance.
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Training and Employee Retention Strategies
- 1. Learning and EmployeeRetention: Leadership Development Laurence Yap Sr Training & OD Manager
- 2. Learning and EmployeeRetention What’s the Correlation Towards Leadership Development
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- 4. The correlation of Learning, Employee Retention and Leadership Development Gen-X, Gen-Y and Baby Boomers – Do they require separate learning initiatives? Understanding the varying level of importance these generation place on a commonly shared wants Creating a challenging environment to keep them thinking and learning constantly to progress through the corporate Ladder Acknowledging learning and professional growth as one of the core dimensions irrespective of generations • Agenda Agenda
- 5. Arethere correlation of Leadership Development, Learning, and Employee Retention ?
- 6. Conclusion Higher LearningOpportunities in Leadership Development, Higher Employee Retention and Engagement War of Talent: Manager engaged in leadership development has 5X less likely to leave the organizations Findings
- 7. Leadership Learning –Employee Retention A. Role Modeling Komag – Best Manager of Malaysia and Sg Experience Komag MD Pfizer HR Director Carsem COO – Iain Meikle Personal Experience
- 8. Learning Zenger Miller– Interpersonal & Communication 7 Habits One Minute Manager Situational Leadership C. Reading Leadership Challenges Personal Experience
- 9. 100 staff –highly motivated and low resignations 3 rules: a. No scolding b. Solve problems together c. Use your strengths Personal Experience
- 10. Top Priority involvementin decision making, more appreciation, better communication, more team building, flexible work conditions, more autonomy and better coaching. What Employee Wants from Leaders
- 11. Gallup results tellit all ↑ Better leadership Management ↑Employee engagement ↑ EPS 3.8 Times (150 organizations)
- 12. Employee Engagement work more than 30 years of in-depth behavioral economic research involving more than 17 million employees worldwide
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- 17. Within the U.S.workforce, Gallup estimates this cost to be more than $300 billion in lost productivity alone.
- 18. Actively Disengage EmployeesIn world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:1. 10% In average organizations, the ratio of engaged to actively disengaged employees is 1.83:1. 50%
- 19. Gen-X, Gen-Y andBaby Boomers – Do they require separate learning initiatives?
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- 23. Training - Class rooms Assignment - Work Projects Coaching - OJT Exposure - Exhibitions, Conference Learning - Books, Webs, People Learning Approaches: TACEL
- 24. Pfizer: Mobile learning(Gen Y) Online learning (Gen Y) Carsem: Supervisors (Gen Y) Leadership Dev (Gen X) Team Bonding (Gen BM vs Gen X/Y) Komag: Zenger Miller (Gen X) Experience
- 25. Do thesethree generations have a commonly shared wants in Leadership Learning?
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- 27. Physiological needs The physiological needs of the organism, those enabling homeostasis, take first precedence. These consist mainly of: The need to breathe . The need for water. The need to eat. The need to dispose of bodily wastes. The need for sleep. The need to regulate body temperature. The need for protection from microbial aggressions (hygiene).
- 28. Safety Security Securityof employment. Security of revenues and resources. Physical security - safety from violence, delinquency, aggressions. Moral and physiological security. Familial security. Security of health.
- 29. Belonging Needs Careabout them as a person Team Bonding Activities Corporate Sports Activities or Events CSR
- 30. Esteem Needs RespectOthers Engage Employees Gain recognition Appreciation Meaning of Work Hobbies
- 31. Self Actualization Creativityand Innovation Solving problems Projects Involvement to something bigger Integrity
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- 38. How do wecreate a challenging environment to keep them thinking and learning constantly ?
- 39. Strategy Planning –leadership development, Structure Tree Carsem Teaching culture - Interpersonal and Communication, Zenger Miller Komag Create an environment
- 40. Leaders teaching leaders5 Modules by COO Carsem Community of Practice, Shared Learning Culture – Lean, Poka Yoke, Engineering, Technical Forun Carsem Create an environment
- 41. Trainer @ VicePresident Manufacturing Iain Meikle
- 42. Program Overview Module1 Best Leadership Practices (1) Module 2 Best Leadership Practices (2) Module 3 How to Motivate Today’s Workers Module 4 Situational Leadership Module 5 Business Alignment Program Overview
- 43. Carsem Key Values/Kauzes and Posner Model Recruitment, Promotion, Performance Create an environment
- 44. Key Beliefs Customer 1 st 1 Listen to customers Treat customers as friends 3 Be courteous , respectful and professional Speed of Execution Sense of urgency. Be responsive . Make fast decisions Continuous Improvement Always believe there is a better way Challenge the status quo Seek new ways of doing things Constant Respect for People Focus on the issue , not the person Remember -- Everyone’s role is important Seek first to understand.
- 45. Key Beliefs Uncompromising Integrity Honesty Keep your word Maintain confidentiality Lead by Example Be supportive Say what you do and Do what you say Be a coach Always seek win-win solution Be objective Be open minded Collaborate and compromise. Carsem BOLEH! CAN DO attitude Determination Positive mindset
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- 47. Do we acknowledginglearning and professional growth as one of the core dimensions irrespective of generations?
- 48. The Evergreen ProjectA careful examination of more than 200 well-established management practices within 160 companies over a 10-year period (1986-1996). The authors point out that companies which consistently follow this formula of 4 + 2 have a 90% chance of sustaining superior business performance.
- 49. Results (10 Years)Total Return to Shareholders 943% (Winners) vs 62% (losers) Sales 413% (Winners) vs 83% (losers) Operating Income 326% (Winners) vs 22% (losers) Return on Invested Capital (%) +5.45% (Winners) vs -8.52% (losers)
- 50. Major 4 Factors1. Strategy : devise and maintain a clearly stated, focused strategy. 2. Execution : develop and maintain flawless operational execution. 3. Culture : develop and maintain a performance-oriented culture. 4. Structure : build and maintain a fast, flexible, flat organization.
- 51. Minors - 4Factors Master two of the four secondary management practices: (i) Talent : hold on to talented employees and find more. (ii) Innovation : make industry-transforming innovations. (iii) Leadership : find leaders who are committed to the business and its people. (iv) Mergers and acquisitions : seek growth through mergers and partnerships Minors - 4 Factors
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- 55. 1. 12Management 2. TACEL – Learning Approaches 3. AMA Management Competency 4. Ever Green Project 5. Leadership Challenges Note
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