For Employee Engagement and Retention, What Is Missing?

A target is focussed on Skills and Job but employee engagement training shows you need more

Employee engagement training teaches that, when hiring, you must try your best to match the candidate’s skills to the job. But that is not enough. What critical piece is missing? The job seeker’s fit to your corporate culture.

No company wants high levels of disengagement or employee turnover. It costs too dearly!

The Cost of Disengaged Employees
Highly engaged employees correlate to 18% greater productivity, 12% higher customer satisfaction and

51% less voluntary turnover while disengaged employees create:

  • 12% lower profits
  • 19% lower operating income
  • 28% lower earnings per share

The Cost of Employee Attrition
By most estimates, each employee that leaves their employer costs the organization 1.5-to-2 times the employee’s fully loaded salary. And that doesn’t take into account the waning productivity before they left, the effect on the morale of others on the team, or the time off the job for those involved as the selection process begins again.

What to Do?
The best cure for high levels of employee disengagement and turnover is to understand why people are disengaged and leaving and then to do something about it.

Employee Disengagement
Let’s start with disengagement.  Employee engagement training experts know that the first step is to use a valid tool to measure level of employee engagement.  Our Best Places to Work Employee Engagement Survey breaks employees into four profiles:

  1. Highly Engaged: Those employees with highly engagement favorable ratings who:
    1. Are Advocates of the organization, its leaders, managers, employees, products, quality and future outlook
    2. Give high levels of Discretionary Effort and are always thinking of ways to do their jobs better
    3. Intend to Stay over the next 12-18 months because they feel loyal and connected and it would take a lot to get them to leave
  2. Moderately Engaged: Those employees with moderately favorable engagement ratings who are holding back where there is often the greatest opportunity for increased performance
  3. Barely Engaged: Those indifferent employees who lack motivation and are at risk for leaving
  4. Disengaged: Those employees with negative engagement ratings who lack commitment and are most likely impacting the productivity of others

The engagement survey results also identify the current top ten drivers of engagement and the top three actions most likely to significantly improve employee engagement and retention.  For example, one recent fast growing technology client had 32% of its population profile as Moderately Engaged and identified three action areas related to goal alignment, trust in senior leaders and feeling valued as the key areas to improve their levels of employee engagement.

Employee Retention
Employee engagement data shows that employees leave primarily because first they don’t fit into the organizational culture and second because they aren’t able to consistently succeed in their job role. And, of course, it is generally a combination of these two factors that are the cause of turnover.

Let’s look at four situations that might cause an employee to leave:

  1. A poor fit for the corporate culture and a poor producer on the job
    This is an employee you don’t want to stay. Even if you can boost their skills, they will never change enough to truly fit. Workplace culture matters as it accounts for 40% of the difference between high and low performing organizations. It is the way employees behave when no one is looking. It includes the norms and standards of behavior that permeate the organization…the unwritten rules of how employees get things done and how they relate with one another. A misfit will drag others down with the friction of their unacceptable modes of behavior.
  2. A poor fit but a high producer
    The good news is that they do their job well. The bad news is that they are most likely damaging the rest of their team. This was probably a hiring mistake where there was not enough attention paid to corporate culture fit and too much paid to the skills the candidate brought with them. These are often the toughest employees to let go because of their production, but their departure often brings a breath of fresh air for a team.
  3. A good cultural fit but a poor producer
    In this situation, there is a lot a good manager can do. Does the job role take into account the employee’s strengths and interests? Does the employee need additional training and coaching to develop relevant skills for the job? These are the employees where you look to provide the necessary support for them to lift their contribution.
  4. A good fit culturally and a good performer on the job
    Do whatever you can to keep this employee on board. What can you change to keep this employee from leaving? Evaluate the relationship with the manager; take a look at the job role and how it aligns with the overall business strategy; examine the rewards and recognition systems; be sure there is a path forward for high performing employees. These are all factors that help engage and retain top talent.

Smart hiring is the first step to employee engagement and retention. With a specific job profile based on high performing employees and your strategic direction combined with a clear understanding of the culture that works in your organization, you are in a position to engage and retain top talent.

To learn more, download The Top 10 Most Powerful Ways to Boost Employee Engagement.

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I continue to be impressed by the level of leadership development and management expertise and quality of advice and facilitation that LSA has to offer. What a smart and client-centric group of great people who really know how to help leaders attract, engage, develop and retain top talent.

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Each program is preceded by an assessment of the participants. The course is then designed to fit the specific parameters and needs of the group. The highly interactive delivery is provided by recognized experts in their fields. On the spot coaching is provided during the program and each participant receives individual follow-up after the course. Courses can be delivered in-person or virtually. Given the nature of Cisco’s business and the way we operate, these remote workshops are a must for anyone who joins our company. Their work is eye opening. Great content and fantastic delivery.

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LSA exceeded all my expectations. We interviewed 7 potential training and consulting partners and selected LSA due to their expertise, flexibility, and breadth and depth of solutions. We were able to construct a management training course from the modules most appropriate to our needs, and are able to provide additional training from their well developed portfolio of experts. Our managers galvanized as a team throughout the session and are better prepared for the rigors of a competitive market.

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LSA’s Employee Engagement Consulting and Survey work has provided critical visibility into: how well our people are holding up under the general economic environment, as well as, the specific challenges that face biotechnology companies in their efforts to discover and develop new medicines; their level of alignment and commitment to XOMA’s Vision and mission critical strategies; how leadership practices and management systems support an environment that engender commitment, and the specific actions that our leaders can take to improve on areas that are important to our people. I highly recommend LSA’s employee engagement solutions.

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We recently partnered with LSA Global to offer our Supervisors and Managers a customized two-day management training program. Everyone who attended said it was by far the best management training program they had ever attended. The content was rich and highly interactive. The case studies were relevant. Each participant walked away from the training much better equipped to lead their teams.

Jeff Coon
Director of Human Resources

We contacted LSA to help us with customized management development. LSA worked with me to identify a solution that would meet our exact needs. We decided to start at the top and ran the program for our executive team. It was such a great success that we hope to roll it out companywide. We look forward to a long-term partnership with LSA Global and their team of experts.

Barry L. Byrd, SPHR
Human Resources Manager

We have worked with LSA Global for our learning and development needs and have always had great success. They helped us recently with customized Management Workshops that we held for the second time. It was fantastic, and I would highly recommend LSA to anyone that is attempting to get immediate and impactful improvements.

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HR Manager, BU Radiology Informatics

We recently contacted LSA Global to assist us with a unique training request. We gave LSA a very short deadline and LSA custom designed a training program to meet our exact requirements within the limited time allotted to them. We found their facilitator to be well versed in the subject matter and very credible; the design provided practical and valuable information to our team of managers. I highly recommend LSA Global, particularly in the area of management training.

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