Half day open training event held in Toronto.

1. Keeping hold of ‘em
by Toronto Training and HR
February 2013

2. 3-4 Introduction to Toronto Training and HR
5-6 Hygiene or environmental factors
Contents 7-9 Main reasons for turnover
10-11 Factors that affect retention
12-14 Behaviours that make good people leave
15-16 Drill A
17-18 The attrition life cycle
19-21 Effective retention strategies
22-24 Sentence starters
25-26 Encouraging loyalty
29-31 Older workers
32-35 High-potential individuals
36-38 Top talent
39-40 Drill B
41-48 Sectors and locations
49 Case studies
50-51 Conclusion and questions
Page 2

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 4

5. Hygiene or environmental
factors
Page 5

6. Hygiene or environmental factors
• Company policy and
administration
• Relationship with superior
• Work conditions
• Salary
• Relationship with peers
• Relationship with subordinates
• Personal life
• Security and status
• Recognition
• Responsibility and motivation
Page 6

7. Main reasons for turnover
Page 7

8. Main reasons for turnover 1 of 2
• Employees feel the job or
workplace is not what they
expected
• There is a mismatch between
the job and the person
• There is too little coaching and
feedback
• There are too few growth and
advancement opportunities
Page 8

9. Main reasons for turnover 2 of 2
• Employees feel devalued and
unrecognized
• Employees feel stress from
overwork and have a work-life
imbalance
• There is a loss of trust and
confidence in senior leaders
Page 9

10. Factors that affect
retention
Page 10

11. Factors that affect retention
• Job
• Culture
• Personal
• External
Page 11

12. Behaviours that make
good people leave
Page 12

13. Behaviours that make good people
leave 1 of 2
• Demanding
• Lacking patience
• Blowing up
• Criticizing
• Withholding praise
• Setting impossible deadlines
• Not listening
• Not caring
• Distrusting
• Blaming
Page 13

14. Behaviours that make good people
leave 2 of 2
• Breaking promises
• Giving mostly negative
feedback
Page 14

15. Drill A
Page 15

16. Drill A
Page 16

17. The attrition life cycle
Page 17

18. The attrition life cycle
• Change of lifestyle and
environment
• Increased expectations
and opportunities
• Decreased loyalty among
employees
Page 18

19. Effective retention
strategies
Page 19

20. Effective retention strategies 1 of 2
• Bottom level
• Middle level
• High level
Page 20

21. Effective retention strategies 2 of 2
• Employer branding
• Change of hiring practices
• Employee engagement
• Talent management
• Exit interviews
Page 21

22. Sentence starters
Page 22

23. Sentence starters 1 of 2
• You really made a difference…
• I’m impressed with…
• You got my attention with…
• You’re doing top quality work
on…
• You’re right on the mark
with…
Page 23

24. Sentence starters 2 of 2
• One thing I enjoy most about
you is…
• You can be proud of yourself
for…
• We couldn’t have done it
without your…
• You’ve made my day because
of…
Page 24

25. Encouraging loyalty
Page 25

26. Encouraging loyalty
• Offer more than just a job
• Appropriate compensation
• Empower employees
• Invest in learning &
development
• Share the vision
• Challenge employees
• Recognize and reward often
• Find common ground
• Know your people
Page 26

27. Using technology
Page 27

28. Using technology
• Recruit the right people in the
first place
• Improve the line manager’s
ability to manage
• Give employee’s constant
feedback about
clear, meaningful goals
• Empower employees to
manage their own careers
• Proactively drive talent
mobility
• Continuously measure and
improve retention strategies

29. Older workers
Page 29

30. Older workers 1 of 2
WHAT THEY WANT
• Flexibility
• Change
• Training
• Relevant benefits
• Retirement planning
assistance
Page 30

31. Older workers 2 of 2
WELLNESS NEEDS
• Heightened risk of chronic
disease
• Longer recovery time from
injuries
• Eldercare concerns
Page 31

32. High-potential individuals
Page 32

33. High-potential individuals 1 of 3
YOUNG PEOPLE
• Development as a culture
• Creating the culture
Page 33

34. High-potential individuals 2 of 3
• Herzberg’s theory of
motivation
• Why they are not typical
• What do they need?
• What do they not need?
• How to treat them
• Characteristics of high-
potential individuals
• A roadmap for high-potential
individuals
Page 34

35. High-potential individuals 3 of 3
• Truth
• Engagement
• Myths and realities
• Standards and values
Page 35

36. Top talent
Page 36

37. Top talent 1 of 2
• Meet their basic needs
• Conduct stay interviews
• Create a recognition
rhythm
• Meet regularly
• Provide career
advancement
opportunities
Page 37

38. Top talent 2 of 2
• Don’t wait for them to tell
you they are leaving as it
will be too late
• Onboard new employees
with their experience in
mind
• Be clear on strategy but
be inclusive
• Seek to capture and
retain knowledge, not
just people
Page 38

39. Drill B
Page 39

40. Drill B
Page 40

41. Sectors and locations
Page 41

42. Sectors and locations 1 of 7
• Community health
workers in South Africa
Page 42

43. Sectors and locations 2 of 7
• Teachers in the US
Page 43

44. Sectors and locations 3 of 7
• Insurance companies in
India
Page 44

45. Sectors and locations 4 of 7
• Public sector
organizations in Pakistan
Page 45

46. Sectors and locations 5 of 7
• Accountants in Singapore
Page 46

47. Sectors and locations 6 of 7
• Universities in Kenya
Page 47

48. Sectors and locations 7 of 7
• University librarians in
Nigeria
Page 48

49. Case studies
Page 49

50. Conclusion and questions
Page 50

51. Conclusion and questions
Summary
Videos
Questions
Page 51