A research study conducted by PayScale found that HR professionals plan to invest more in employee training and development than any other area in 2019. Why? Lack of career development opportunities is the number one reason employees are leaving their companies (HubSpot, 2019 Retention Report). In today’s hot job market, high performers have many choices for where they work. Many organizations have recognized this trend and are making changes in their talent processes to retain the top employees that are crucial to their business success. Join PayScale and BizLibrary as we answer the question: how can organizations get the most from the investment they make in their employees? Attendees will walk away with practical tips on how to improve retention rates of high performers in their organization including: Learning and development Tips for providing internal mobility Clear pay progression

2. Keeping higher performers engaged in this
market is difficult
PayScale Compensation Best Practices Report, 2019
66% of surveyed organizations agree
that retention is a major concern (up
from 59 percent last year).
47% of surveyed organizations say
the strong job market has increased
their turnover rate.
66% 47%

3. Organizations are intentionally investing more in
their employees
What aspect of HR do you think will be your biggest investment in 2019?
PayScale Compensation Best Practices Report, 2019

4. Why Focus on Learning and Development?

5. Voluntary Turnover
27%
Of employees voluntarily
left their jobs in 2018
35%
Of employees will leave their
jobs each year by 2023 to go to
work somewhere else

6. Top 10 Categories for Leaving in 2018
To improve employee retention,
organizations must identify and
implement data aligned interventions
77%Could have been prevented
by the employer

7. Three Essential Elements for Employee Retention
Learning &
Development
Internal Mobility
Clear Pay
Progressions

8. Learning & Development

9. “94% of employees would stay at a company
longer if it invested in their career development”
Linkedin Learning’s 2018 Workforce Learning Report

10. Top 10 Categories for Learning in 2018
68% 58% 49%
At Work Their Own Pace Point of Need

11. Positive Outcomes of Providing
Learning Opportunities
With Employee Preferences in Mind
Are motivated to do their best Are satisfied with their job Feel valued by employer Would recommend as a good
place to work
88% 86% 80% 79%

13. Roadblocks
Cost Leadership Buy-In Time Commitment

14. 6 Steps To use Learning and Development to
Increase Engagement and Combat Turnover
Align training with
company culture
Choose a training solution with
content that addresses every need
Use Microlearning
Get your leaders
excited
Give your employees
time for training
Commit
1
2
3
4
5
6

15. Internal Talent Mobility
Insights
Recruitment,
Retention, Mobility
Not about Upward
Movement
Long Term Goals Focus on Growth Coaching

16. Create a Culture of Internal Mobility
5 elements to incorporate:
Models and narratives
for advancement
Clear career ladders
or frameworks plus
visible opportunities
Recurring 1:1’s
focused on career
development
Role clarity and
transparent promotion
process
Coaching

17. Models and Narratives for Career Advancement
IDEAS
Lunch & Learns Mentorship Program/Marketplace Structured career plans for entry-
level roles

18. Clear Career Ladders or Frameworks
● It doesn’t have to be a “ladder”, e.g. “internalships”
● Tailored to your culture
● Come up with attributes you care about (e.g. business acumen, technical
chops, etc.).
○ For each attribute, get clear on what it means to be at this level:
■ Scope of influence
■ What work do they conduct?
■ What areas do they own?
■ What are the expectations for managing up, down & laterally?
■ What level of contribution are they expected to make in the business?

19. Buffer’s Engineering Career Framework
https://open.buffer.com/engineering-career-framework/
Engineer of
Distinction
Software
Engineer
Software
Engineer II
Software
Engineer III
Senior
Engineer
Senior
Engineer II
Staff
Engineer
Principal
Engineer
Buffer Engineering
Career Paths
Framework
Scope of
Influence
How work is being conducted Ownership
Software
Engineer
Software
Engineer II
Themselves
and their
tasks.
Their project
and their
peers.
Makes a contribution through
completing well-specced tasks.
Receives closer guidance and
technical mentoring to avoid
becoming blocked/stuck
Not yet learning at Buffer in a
self-directed way
Works on project as a whole
Makes steady progress on tasks
within the project
Works directly in parallel with
peers
Self-directed learning process
Knows when to ask for help
when they are becoming stuck:
does not go down rabbit holes
No ownership responsibility
yet: this person is learning and
being actively developed by
others.
Average Expected Timeframe
to Software Engineer II: 6 -12
months
Co-owns an area with guidance
& takes initiative (e.g fixes bugs
unpromoted)
Average Expected Timeframe
to Senior: 1- 3 years

20. Have a Transition Plan for New Managers
Key Tips:
● Promote people for the right reasons
● Have a time-bound transition plan, 3 to 6 months
● Don’t make it a big deal

21. Rent the Runway’s Manager Track Framework
https://docs.google.com/spreadsheets/d/1k4sO6pyCl_YYnf0PAXSBcX776rNcTjSOqDxZ5SDty-4/edit#gid=2

22. 1:1s Focused on Career Development
Job Satisfaction The Big Picture Leverage Strength

23. Role Clarity & Transparent Promotion Process
Drift Marketing Team’s Promotion Checklist

24. Coaching
Purpose: Help employees discover what they want to do, assess job-fit, take
ownership of their own career path and accelerate the timeline in which they
move into the right role.

25. Importance of Manager Training
71% 50%
Aren’t engaged on the job Plan on leaving within a year
What is the cause?
Their Manager

26. Managers Are Not Being Trained
58% Of managers said they didn’t receive
any management training

27. Clear Pay Progressions
Three Keys:
1. Establish a pay range for each position based on market data; review
annually
2. Reward people for business results
3. Communicate expectations clearly: what does it take to move forward in your
range or be promoted?

28. Key Steps for Creating a Salary Range
Start by determining the
midpoint of the role.
1
Benchmark the job to
the market.
2
Determine range width.3
Have clear guidelines.4

29. Reward People for Business Results
● Reward high performers disproportionately with base pay increases
● Make bonuses meaningful (e.g. 10 percent of base pay vs. 1 percent of base
pay)
● Make bonuses contingent on performance.
○ Have employees set their own goals and targets for their annual bonus plan, with manager
approval
● Make bonuses more frequent

30. Key Takeaways
Your employees want learning and
development opportunities.
Recruitment, retention and internal
mobility are inextricably linked
For high performers to stay
engaged, compensation needs to
keep pace with their progress
It takes multiple work-streams to
create a culture of growth and
mobility. Identify what you want to
work on; identify short-term fixes and
long-term investments

31. Questions?
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Payscale
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