Employee Retention

Tool Kit

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Dear Employer,

CareerSource Brevard is invested in providing resources and services

that assist Brevard County businesses. The topic of employee retention
has been discussed widely over the past year as unemployment rates
have dropped into the 3%-4% range. Retaining a positive and motivated
staff is key to an organization’s success. Having a high employee
turnover rate is expensive and has a detrimental effect on workplace
morale. The choice to begin or improve on your current employee
retention program is an effective way to lower costs, and maintain job
performance and keep or improve productivity rates.

This Retention toolkit will provide optional solutions and suggestions

that have been found successful through our years of working with
businesses as well as through research of articles, webinars, whitepapers
from professional organizations and workforce experts.

Managing employee turnover is important to:

• Be cost effective
• Maintain Above Average Performance & Productivity
• Enhance Recruitment
• Increase Morale

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Table of Contents:
Calculating the true cost of retention 4
Why good employees leave? 5
Strategies for Improving Retention 6
Know your organization & what makes it special 7
Creating an Accurate Job Description 8
At the Interview 9
Onboarding 10
Compensation & What’s Important to your employees 13
Managers – Friend or Foe? 14
Resources and Additional Services 15

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What is the actual cost of losing a great employee? Probably more than
you realize as factoring the cost of advertising, benefits, staff training,
loss of productivity and other factors significantly drive up the cost of just
hiring one new person.
Below is a link to the CareerSource Brevard Employee Turnover Cost
calculator that allows for you to plug in data specific to your organization
to give you an idea of the financial costs of losing an employee.

https://careersourcebrevard.com/business-services/retention-of-your-
workers

Was the total more or less than you thought?

Can your business afford this on a larger scale.

We can help! CareerSource Brevard can assist with opportunities to

help retain your qualified workforce.

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 Why to good employees leave their jobs?
At CareerSource we compiled some of the top reasons people leave their jobs
based on local surveyed feedback and national data:

1. Manger or Boss – Not providing your management team with the proper
training or expectations on how to lead is devastating to the organization and
the bottom line of the company.

2. Compensation – pay rates are less than your competitors.

3. Inadequate Benefits- while expensive, health benefits are commonly listed as

one of the most important features of choosing a job. Some of your employees
and future employees cannot work in a job without them.

4. Lack of opportunities for advancement – no room for growth causes current

staff to review their career path and choose other options.

5. Job Security – When people are focused on losing their job instead of your
customers your business will suffer.

6. Poor Work/Life Balance - unreasonable work expectations lead to stress,

health issues, performance and attendance issues.

7. Lack of Flexibility – as our lives continue to get more and more complicated,
not allowing your team to handle issues as they arise will cause resentment.

8. Employees don’t feel passionate about the work - people want to believe in
what they do and leave at the end of the day with a sense of purpose.

Think you’re having challenges with any of the issues above, CareerSource
Brevard can assist. CareerSource Brevard can provide customized surveys to help
better understand your employees and current workplace environment. We can
also provide you with the most up to date wage and data information to ensure
compensation rates are in line with local and national averages.

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Strategies for Improving Retention
The next few pages will provide some helpful information, suggestions
and tools that will assist your business and managers for creating an
environment people want to work and stay at.
We begin the employee retention process by starting with recognizing
what makes your organization great and moving through the hiring
process, onboarding and finally retaining and keeping your great
employee motivated.

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What makes your organization special?
Now is the time to stop and take inventory on all of the great things you
and your organization do well. If you were to sell your organization to
someone what would you or more importantly, your employees say
about it?

What’s important to employees and does your business offer any of

these items or programs that employees have named as valuable in the
workplace?
• Flexibility • Comfortable Office Furniture
• Peer Mentors • Tuition Reimbursement
• Telecommuting Opportunities • Vacation/Sick Leave
• Fitness Centers on site • Profit Sharing & 401k/403b
• Childcare on site • Bonuses & Incentives for
• Welcoming Breakroom performance
• Health Choice Vending • Input into policies & decision
Machines making
• Mental Health Wellness
Programs

Have you asked your staff lately what’s important to them? If not, now
is a good time to do so to better understand your workforce and what
motivates them. In the resource section there are examples of staff
surveys that can be used to help your business ask these important
questions.

Important: Not every business can afford or has the ability to

implement the above programs. Looking at cost effective solutions and
implementing the ones that make sense to your business and are
beneficial to your staff and can increase morale and retention.

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 Writing the best job description possible (for your company).
When you are ready to hire for a new or replacement position the
practice of good retention processes begins at being clear about the
position and expectations of the position at the time of the job
description. Your job description offers a chance to connect with the
right applicant and provides the first impression about the organization.
Prior to posting, make sure you and your hiring manager are on the
same page about the position, requirements and needs to ensure that
there will be no confusion later in the hiring process.

• Use a realistic and clear job title – don’t get fancy or over inflate
what the position really does
• Be professional and relatable – candidates skim job descriptions the
way employers skim resumes. Make the information easy to read.
• Describe the tasks - break the responsibilities into clear and concise
job duties
• Sell the Job - what are the compelling reasons that a person would
want to do this job. Great place to list benefits and perks that come
with the job
• Sell your Company Culture – your job description is a glimpse into
the company culture and should show a potential employee what
you do well. Add in those pieces that make you happy to work there
– work life balance, 401k matches, tuition reimbursement etc.

Helpful Website: O*Net Online https://www.onetonline.org/ offers

thousands of occupational descriptions along with tasks and skills that
can help you craft the basic job description.
Want even more help? CareerSource Brevard offers one on one
assistance to help your business craft a job description. Contact us if
you need additional support.

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 Interviewing the right candidate – start building rapport early
If the resume gets you an interview, the interview gets you the job. The
interview is where an employer gets to see the person behind the
resume and get a feel for their personality, experience and fit. This is
also an opportunity to develop the beginning stages of rapport
between you and a future employee.
• Determine in advance who will be in the room - whether it’s one or
a panel style interview, think of who would best be able to help
determine fit and understand the position.
• Develop questions that will help you find fit for the role and the
company – what’s most important to the people in the room and
build questions around mission and values of the organization.
• Keep the interview process efficient – during periods of low
unemployment, competition for great employees increases and
whichever company can offer the job first usually gets the candidate.
If your process takes weeks or even months, you may lose them.
• Introduce yourself, your role and the others in the room – A brief
explanation of the company and what you and the others job roles
can help provide clarity and comfortability for the interviewee.
• Upon interview completion, provide timeline and next steps – so
many jobseekers become frustrated when they don’t hear anything.
If you do not plan on calling those that were not selected, say so. Set
expectations up front, even if the candidate didn’t get the job –
they’ll appreciate the honesty.

Resource: CareerOneStop offers a basic list of interview questions that

can be asked and expanded on to fit your company and position:
https://www.careeronestop.org/JobSearch/Interview/common-
interview-questions.aspx
We can Help! CareerSource Brevard can also help with the creation of
sample interview questions to help with fit, culture and position.
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 Onboarding – More important than you think
When your new hire is beginning their employment with your company
this is a critical time for the employee to decide whether they’ll be
invested in your company. First impressions count and have a lasting
effect on performance of a new employee.
Onboarding should be something that is strategic and well thought out
in advance of the new hire. Onboarding should be looked at as more of
an ongoing talent strategy process than a one-time event and checklist.
While onboarding isn’t new, the recognition of this process in the long-
term success of an employee is something that employers are
beginning to pay more attention to as many employees decide whether
to stay in the first 6 months of employment.
Below are some good questions to address prior to the start date?:
• When does onboarding start?
• How long will onboarding last?
• How far in advance will you send this information?
• What are the objectives they’re to learn?
• What do they need to learn about environment and culture?
• In addition to Human Resources, what role will co-workers,
managers and senior staff play in the process?
• When will they meet with the staff designated to assist?
• What goals will you set for the new employee at 30, 60, 90, 180, 365
days?
• Who will ensure the logistics of computer, phone and email set up
are completed?
• Are you going to gather feedback on how onboarding went and what
information was retained?

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 Onboarding – More important than you think – Day One

Once you’ve got the basics answered you should be ready for your new
hire’s first day.
The main goals of a new hire’s first day:
• Introduction to the company, culture and staff along
• Setting expectations of their job and duties of the new role
• Overview of general HR policies
Research has found that the most successful way to start a new
employee on day one is with their work environment area such as desk,
phone and email already set up. It shows that you are excited and
prepared to have them in your place of business.
In addition to having the work environment set up in advance having a
copy of the policies, procedures and employee handbook available for
their reading and comprehension.

Common mistakes in onboarding first day:

• Not notifying current staff of new hire and their job duties.
• Sitting a new hire at a computer and providing them with a manual
and instructions to read for hours.
• Not having the day planned out and structured in advance.
• Not providing a tour of workplace, breakroom and where manager
and HR sit.
• Not providing expectations of the day, lunch and what they’ll be
doing.
Resource: Visit website below for an excellent onboarding checklist.
https://hru.gov/Studio_Recruitment/tools/Onboarding%20Checklist%2
0for%20Hiring%20Managers%20Template.pdf

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 Onboarding – More important than you think – 30 days to 365 days

After the first month of employment, it’s important to check in on the n

new hire and now current employee on how they are doing. Not just a
simple question but are they engaged, comfortable and happy.
• At the one month mark, an official meeting should be conducted to
follow up on all of the expectations and goals set at day one.
During months three through six should focus on employee development
and plan for future development showing the employee what the
expectations are and how they’ll continue to learn and grow.
• The conversations focus here should be on continuous improvement and
check in to ensure retention of job knowledge and engagement.
At the one year mark, your current employee should be knowledgeable
within their role, comfortable in the environment and happy to be employed
with the company.
• The conversation at this point should be on planning for future
development within the company and further understanding of what is
next.
Many small companies and even large companies staff do not feel they are
trained in onboarding. This is a great opportunity to take advantage of
CareerSource Brevard’s many workshops on HR and workplace related
topics such as onboarding, retention, conflict resolution and several others.
More Resources:
The Ultimate New Hire Pre-Boarding Timeline – By alex
http://www.meetalex.com/wp-content/uploads/2016/02/eBook_The-
Ultimate-New-Hire-Pre-Boarding-Timeline.pdf
Bamboo HR also offers a simple and adorable First Day book as well with
basic but important reminders for onboarding:
https://www.bamboohr.com/resources/ebooks/smart-onboarding/

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Compensation & What’s Important to your employees
Employees want to be paid for the work they put in. In addition to
wages, an employee’s salary is tied to not only a way to support
themselves (and possibly a family) but also self-esteem and success.
Happy employees work harder and low wages and unsatisfactory
working conditions will have a direct correlation to poor production and
outcomes.
Ways your business can affect Employee Retention:
• Keep wages and salaries competitive – if you are paying much less
than a competitor there will be little keeping your staff from leaving.
• Flexibility & Paid Time Off - when you can’t offer the financial
opportunities, businesses can get creative to provide employees
with paid time off or flexibility benefits like telecommuting or
compressed work week schedules.
• Robust Benefits – compare your benefits with competitors to see
what you do well and not so well.
• Raises & Bonuses – financial recognition is an instant morale boost.
Employees work hard and those that are rewarded for doing so will
stay.
• Awards & Thank You’s- in lieu of money, saying thank you and
providing employee awards is a way to make employees feel special
and appreciated.
Many of these items are mentioned on page 5 as the reasons people
leave. If your organization can work to fix these common issues you
will have a much better chance at keeping your employees.
Resource: Watch a short video on “What Makes a Workplace a Great
Workplace?” https://vimeo.com/139277170

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Managers – Friend or Foe?
Do your managers create a great place to work? It’s very important
that you find out sooner than later as most jobseekers cite managers in
their top three reason for leaving a job. Many people do not quit their
job, they quit their managers.
When researchers looked at the data for why employees stayed or left
an organization, five key management areas were determined as
successful in retention:
Appreciation – having a manager who can genuinely understand
support and provide an individualized style approach to each of their
staff’s personal and professional needs, interests, values and work
styles
Feedback – providing frequent performance feedback on work and
areas for growth and continued success.
Insight - anticipating the future and what needs are on the horizon of
the organization, industry and team.
Encouragement – providing opportunities for growth, learning,
mentoring, and training and development opportunities on the job.
Strategic – managers who can align the employee’s goals with the
mission of the organization resulting in a productive environment

What is your organization doing to train and invest in your managers so

they can inspire and motivate your employees? An investment in your
manager, is an investment in productivity.
RESOURCE:
According to a great article written by Caela Farren, PhD. Of Mastery Works
she discusses the practice of being an A+ manager
http://www.masteryworks.com/newsite/clientimpact/impact_archives_jan0
7.htm

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 Employee Environment Survey

Please answer the following questions as it relates to your work environment within the scope of Business
Services. All responses will remain anonymous. The information provided will have no impact on how
your individual performance is measured.

I know what is expected of me in my job YES NO

I have the materials and equipment I need to complete my work effectively YES NO

At work, I have the opportunity to do what I do best every day YES NO

In the last seven days, I have received recognition or praise for doing good work YES NO

My supervisor or someone at work seems to care about me as a person YES NO

There is someone at work who encourages my development YES NO

At work, my opinions seem to count YES NO

The mission / purpose of my company makes me feel my job is important YES NO

My associates are committed to doing quality work YES NO

I have a best friend at work YES NO

In the last six months, someone at work has talked to me about my progress YES NO

This last year, I have had opportunities at work to learn and grow YES NO
 EMPLOYEE SATISFACTION SURVEY

SURVEY COMPLETION: Please take a few minutes to complete this survey. Your answers will be
Completely anonymous. Your views and opinions, along with those of your
fellow employees are extremely important.

INSTRUCTIONS: Taking the Survey:

1. Do not put your name on this survey.

2. Your answers will be completely anonymous, and only the results of your
responses will be provided to the employer.
3. Do not respond to any question that makes you feel uncomfortable. We do ask
that you turn in the survey even if incomplete.
4. No management/company staff will be allowed in the testing areas while
employees are completing the survey.

The following questions are analytical. They will not be used to identify any individual. We request that
you turn in your survey even if it’s incomplete.

Circle a response:

a. How long have you worked 1 year or less 2-5 years 5-10 years 10 years+
for the company?

b. What is your age? Under 21 21-30 30-40 40+

c. What is your gender? Male Female

d. Which best describes your 1st level Supervisor Lead Supervisor Production Worker
role in the organization?

e. What is your total before tax less than 20k 20k-35k

income, including overtime/
bonus?

The following questions deal with communications, employee satisfaction, working conditions, and your
role in the company. (1) Represents the lowest level of disagreement while (5) represents the highest level
of agreement.

Circle your level of response: Disagree Disagree Neutral Agree Agree

Strongly Somewhat Somewhat Strongly

a. Corporate communications are 1 2 3 4 5

frequent and up to date on company
policies.

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly
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 EMPLOYEE SATISFACTION SURVEY

b. There is adequate planning of 1 2 3 4 5

of department objectives.

c. Management does not 1 2 3 4 5

“say one thing and do another.”

d. I have confidence in the 1 2 3 4 5

leadership and supervision.

e. Quality is a top priority and 1 2 3 4 5

individual initiative is encouraged.

f. I have opportunities to learn 1 2 3 4 5

and grow.

g. In the last 6 months some one has 1 2 3 4 5

talked to me about my progress.

h. There is some one at work who 1 2 3 4 5

encourages my development.

i. I know what is expected of me in 1 2 3 4 5

in my job.

j. I am given the authority to make 1 2 3 4 5

decisions I need to make.

k. I feel I am a valued employee and 1 2 3 4 5

contributing team member.

l. If I do good work I can count on 1 2 3 4 5

being promoted.

m. The company treats me like a 1 2 3 4 5

person not a number.

n. The company gives recognition 1 2 3 4 5

for work that is well done.

o. My salary is fair for my 1 2 3 4 5

responsibilities.

p. My physical working conditions 1 2 3 4 5

are good.

Disagree Disagree Agree Agree

Strongly Somewhat Neutral Somewhat Strongly
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 EMPLOYEE SATISFACTION SURVEY

.
q. Deadlines are realistic and work- 1 2 3 4 5
load is reasonable.

r. I can maintain a reasonable balance 1 2 3 4 5

between work and personal life.

s. Supervision treats me fairly and 1 2 3 4 5

with respect.

t. My supervisor tells me when my 1 2 3 4 5

work needs improvement and
complements when I do my work well.

u. My supervisor asks me for my 1 2 3 4 5

input pertaining to work related
responsibilities/tasks.

v. My company provided as much 1 2 3 4 5

initial ongoing training as I needed to
enable me to do my job.

w. My supervisor handles my work- 1 2 3 4 5

related issues satisfactorily.

x. Supervision handles my personal 1 2 3 4 5

issues or provides me with a referral
for assistance.

y. At work, my opinions seem to 1 2 3 4 5

count.
COMPANY BENEFITS SURVEY

This section deals with company benefits and employee satisfaction.

Darken your response: Dissatisfied Neutral Satisfied

a. Amount of vacation. O O O

b. Sick leave Policy. O O O.

c. Amount of Health Care paid. O O O

d. Dental Benefits. O O O

e. Vision Care. O O O
Dissatisfied Neutral Satisfied

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 EMPLOYEE SATISFACTION SURVEY

f. Disability Benefits. O O O

g. Paid time off benefits. O O O

h. Life Insurance. O O O

i. Tuition Reimbursement benefits. O O O

j. Retirement Plan benefits. O O O

k. Stock Option plan. O O O

l. 401k Plan. O O O

PRODUCTIVITY SURVEY

This portion deals with productivity as it relates to employee opinions pertaining to corporate policy
and procedures.

Circle the number of choice; Disagree Disagree Agree Agree

Somewhat Strongly Neutral Somewhat Strongly

a. Planning and goals. 1 2 3 4 5

b. Planning is effective. 1 2 3 4 5

c. I know the long term strategy. 1 2 3 4 5

d. I agree with the long term 1 2 3 4 5

strategy.

e. Employees are rewarded for 1 2 3 4 5

improving work processes.

f. Employees are expected to 1 2 3 4 5

meet deadlines on time.

g. Deadlines are communicated 1 2 3 4 5

appropriately.

h. Proper incentives are in place 1 2 3 4 5

to encourage me to be as productive
as possible.

i. I know how my productivity 1 2 3 4 5

is measured.

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 EMPLOYEE SATISFACTION SURVEY

BEHAVIORS AND COMPANY POLICIES

Circle yes or no:

a. My job duties are precisely spelled out. yes no

b. My manager is easy to reach when I need him/her. yes no

c. My equipment (chairs, monitors, etc.) allow me to yes no

be as comfortable as possible at all times at my work station.

d. Is overtime optional? yes no

e. Is overtime mandatory? yes no

f. I have had the training I need to do my work well. yes no

g. The company implements change quickly. yes no

h. Politics are kept to a minimum. yes no

i. I have a best friend at work. yes no

j. This past year I have had the opportunity to yes no

learn and grow.

k. Management/Supervision use our names when yes no

speaking to us or just in passing by our work station.

l. My work place associates are committed to doing yes no

quality work.

After completing the “Employee Satisfaction Survey,” place the survey in the
envelope provided

THANK YOU FOR YOUR COOPERATION AND FEEDBACK