Employee Development and Retention Rick Kauzlarich State Right of Way Chief 2005 AASHTO/FHWA Right of Way & Utilities Subcommittee May 15-19 2005, Austin.

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Presentation transcript:

Employee Development and Retention Rick Kauzlarich State Right of Way Chief 2005 AASHTO/FHWA Right of Way & Utilities Subcommittee May , Austin Texas

Baby Boomers born Source: MetLife & US Census Bureau, 2000

Workers thinking of leaving their job Source: Chart Your Course International, via Azcentral.com, 04/2005

Job satisfaction Middle age workers show the sharpest decline; seniors still fairly satisfied Source: The Conference Board, 02/2005

Salary is not the only motivator A recent survey found the 88% of employees quit for reasons other than salary (The Saratoga Institute, 01/2005) Source: The Conference Board, 02/2005

Top reasons for leaving a job The job wasn’t as expected Mismatch between the job and the employee Employee receiving too little coaching and feedback Too few growth and advancement opportunities Employee feels devalued or unrecognized Employee is stressed from overwork Employee loses trust and confidence in senior leaders

Measure the health of your workplace Do I know what is expected of me at work? Do I have the materials & equipment I need to do my work right? At work, do I have the opportunity to do what I do best every day? In the last 7 days, have I received recognition or praise for doing good work? Does my manager, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development?

Staff development Ongoing acquisition & refinement of skills and knowledge Job mastery skills are those that are necessary to successfully perform one's job Professional development skills are the skills and knowledge that go beyond the scope of the employee's job description

Guiding Principles Career development increases employee motivation and productivity Focus on skill development contributes to learning opportunities A greater sense of responsibility for managing one's own career contributes to self-confidence

How to support development Model the behavior you are encouraging Endorse staff to attend classes & training Discuss what staff learned in classes Provide opportunities for mentoring, cross-training, internships

Top 3 ways to improve staff retention Style and values of management Managers / supervisors hold the key to staff commitment and satisfaction Train managers / supervisors Align staff with the organization’s vision Keep staff engaged Coach and mentor top performers Engage staff to motivate

Tips for Staff retention A satisfied employee knows clearly what is expected An employee wants to feel free to speak his/her mind – to contribute Perceptions of fairness & equitable treatment are important Staff must feel rewarded, recognized and appreciated

Critical knowledge has 2 parts Explicit – the kind of technical acumen that is easily quantified, explained and stored You can learn from reading a manual Tacit – what is held in our heads and includes facts, insights, the ability to invent creative solutions to problems Accumulates over years of experience

How to retain critical knowledge Embed the process into the work flow Up-to-date manuals Project & milestone reviews After-action reviews Team meetings Connect people to the knowledge

Roles you can play Coach Encourage two-way dialogue Show staff how to identify their skills Schedule one on one discussions Advisor Help staff develop realistic goals Discuss current opportunities Formulate staff development plans