HR DD

This topic contains 10 replies, has 11 voices, and was last updated by  Majed Faraj 2 weeks ago.

Viewing 11 posts - 1 through 11 (of 11 total)
  • Author
    Posts
  • #115450

    Kai Jie
    Participant

    What are the key aspects of a successful retention program?

    #115794

    Gregory Weisser
    Participant

    – pick the right people (not always easy ;))
    – fair and reasonable allocation of funds (have seen some ridiculous allocations)
    – make goals/milestones/target or whatever applicable transparent
    – proper tracking of progress
    – regular feedback/project management
    – ensure compliance with all aspects of labor law within the affected jurisdictions

    #115923

    Beckie Callahan
    Participant

    Define your measure of ‘success.’ Is the goal to retain all employees or top performers?

    Define the specific audience of who needs to be retained. (i.e. management executives, talented engineers, location-specific employees, etc.) Set criteria based on the priorities of the target audience. Individuals may vary widely so discovering the true care-about issues is the best way to ensure retention.

    For execution compensation, time-based or performance-based incentives through cash compensation, equity or variable bonuses may be considered.
    For responsibilities and work-related duties for engineers, investment in R&D for projects or flexibility in choosing team members could be desirable options. The goal may be to retain but also to boost motivation and encourage the best performance from people. Specialists might be motivated by freedom to implement their own ideas into product development whereas generalists may appreciate team-building and achieving metrics.

    Cultural considerations may impact retention efforts, particularly if the acquirer has a drastically different culture. For example, Europeans may value time off, Americans may want more variable pay than Asians. Whether the culture is based on geographic location or management style (start-up culture vs corporate), a detailed plan specific to your situation will likely produce better results than a generic program.

    #115970

    Clifford Newton
    Participant

    Identify the reason(s) a person works at the company i.e what is important to them. If maintaining or enhancing these reasons does not conflict with acquiring companies mission, do so. In many instances however, retention might not be a useful goal.

    #116064

    Mandana Javaheri
    Participant

    – Transparent and clear communication
    – Motivation and appropriate compensation
    – Attractive benefits
    – Inclusive culture
    – Inspirational leaders and managers

    #117027


    Participant

    Open communication of expectations, inclusive culture and attractive benefits.

    #118186

    Joselin
    Participant

    – Being able to retain in the critical quadrant (high business impact if not retained, high risk of non-retention)
    – Retention at a sensible cost/price to the organisation
    – Retention of people who can help foster the culture/integration you are trying to achieve

    #118724

    Linda Castle
    Participant

    Local leaders in the target company are usually more aware of the success factors for talent retention than the buyers HR department. Listening and truthfulness in actions lead to success.

    #121004

    Jerome Baumgartner
    Participant

    transparency and clear communication
    fair proposal in line with market practice and at an acceptable cost for the company
    rigorous implementation and courageous management during the transition phases

    #121193

    FAHAD ALQAHTANI
    Participant

    – Healthy organization culture
    – Fairness
    – Competitive Benefit program
    – Career progression

    #121223

    Majed Faraj
    Participant

    Competitive Benefit program
    Yransparency and clear communication
    Inclusive culture
    Attractive benefits

Viewing 11 posts - 1 through 11 (of 11 total)

You must be logged in to reply to this topic.

Loading.. Please wait