1. www.peopleinaid.org Retention strategies – the holistic approach Ben Emmens HR Services Manager, People In Aid 7 February 2007, Geneva

2. www.peopleinaid.org Aim of this seminar Explore key elements of a successful retention strategy Share practical ways of managing the consequences of staff turnover

3. www.peopleinaid.org Seminar overview 1.Introductions 2.Nature of People In Aid’s research 3.Identifying the issues 4.Responding to the issues – People In Aid 5.Sharing practical / successful responses 6.Managing the consequences of ‘staff turnover’

4. www.peopleinaid.org Introductions...

5. www.peopleinaid.org Who are we ? Not for profit, created by NGOs, for NGOs. A global network of more than 100 agencies working in the international development and humanitarian relief sector. We help organisations increase their impact through better people management. People In Aid’s vision is of a world in which organisations work effectively to eradicate poverty and reduce suffering.

6. www.peopleinaid.org Some history... 1994 - 95 “Room for Improvement” Research identifies need for a code… 1995 - 97People In Aid “inter-agency working group” 1997Code of Best Practice launched 12 Pilot agencies begin implementation 1999People In Aid established as ‘not for profit’ network 2003 Revised Code of Good Practice launched 2007100+ members, 20+ countries, and growing…

7. www.peopleinaid.org People In Aid - the organisation Membership organisation –Members include World Vision, Oxfam, Save the Children, CRS, Plan International, Mercy Corps, IRC, Concern Worldwide, Tearfund, CAFOD, Christian Aid, British Red Cross, Islamic Relief... Funding base –Institutional donors (eg DfID, DCI, ECHO) - approx. 50-60% –Membership fees / services - approx. 20-25%, –Grants / charitable trusts - approx. 20-25% Governance by members Global operations, London based Responding to sector needs

8. www.peopleinaid.org Nature of People In Aid’s research

9. www.peopleinaid.org Our research with the Inter-Agency Working Group “The employee’s perspective” Emergency Capacity Building project www.ecbproject.orgwww.ecbproject.org ECB 1 – Staff Capacity Initiative A retention study November 2005 – February 2006 – Qualitative research 6 of the 7 IWG agencies participated 175 questionnaires distributed, 111 top and senior managers interviewed, i.e. a 63% response rate Good range of management posts represented, and good split in terms of gender and age

10. www.peopleinaid.org Understanding retention Turnover Voluntary Dysfunctional Avoidable turnover Unavoidable Turnover Functional Involuntary

11. www.peopleinaid.org Identifying the issues...

12. www.peopleinaid.org For reflection, and then discussion Is staff turnover an issue for my organisation? Do we struggle to retain the staff we’d like to keep? If so, where is the issue? i.e. which section / division / department / grade? How long can we expect someone to stay? Etc... 2-3 minutes – personal reflection 5 minutes – sharing in 2s or 3s 5-10 minutes – feedback in plenary

13. www.peopleinaid.org Responding to the issues...

14. www.peopleinaid.org Push factors, pull factors & retention strategies Environmental factors Health and social environment – security conditions and other local stress factors Programme factors Project-based funding and job insecurity, pressure on overheads and under- investment in training Organisational factors Deliberate policies of the agency, values and management of staff, poor support, inadequate terms and conditions of service Personal factors Workload, career concerns, burnout, disillusionment, desire to start a family Turnover Pull factors Push factors HR practices Job satisfaction External factors Better professional opportunities elsewhere in terms of salary, benefits or promotion Good HR practices Adequate terms and conditions of service, policies ensuring appropriate selection, management and development of staff Meaningful work Fit between individual and organisational values, motivational work and leadership

15. www.peopleinaid.org Why do people stay, and perform? Presence of: –Good team / colleagues (32%) –Challenge / variety (24%) –Learning / innovative culture (23%) Absence of: –Excessive workload (36%) –Excessive impact on personal / social life (29%) –Bureaucracy / poor systems (25%)

16. www.peopleinaid.org Why do our staff leave? 1.Better pay / terms and conditions elsewhere (50%) 2.Poor leadership / values / culture (40%) 3.Lack of career opportunity and growth (38%) 4.Burnout, disillusionment and frustration (29%)

17. www.peopleinaid.org How can we encourage staff to stay ? Introduce / improve career paths and professional development (49%) Better pay / terms and conditions, inc contracts, accompanied status (43%) Better work-life balance / family friendly policies (24%) Better leadership (14%)

18. www.peopleinaid.org Towards a retention strategy

19. www.peopleinaid.org A framework for action

20. www.peopleinaid.org Well-being – a key issue Between one third to one half of interviewees highlighted the issue of excessive workload and the consequent impact on health and personal life

21. www.peopleinaid.org Sharing practical responses...

22. www.peopleinaid.org For reflection, and then discussion Reflect on any : Successful approaches to retention Valuable experiences in improving retention Then ask yourself : How effective have the measures or initiatives been? What’s worked? Why? What’s still to do? How do the responses fit under the 5 [process] areas? 5 minutes – personal reflection 15-20 minutes – small group discussions 5-10 minutes – feedback in plenary

23. www.peopleinaid.org Managing the consequences of staff turnover

24. www.peopleinaid.org Useful strategies... Using ICT to best effect, eg the office in a box Rapid inductions Learning and development on the job Succession and continuity planning Mechanisms to preserve institutional memory Implementing the People In Aid Code Employee engagement surveys, and follow up And many more...

25. www.peopleinaid.org Future priorities ? People In Aid research over the last year or so has highlighted some of the major challenges facing the HR function : –Getting the basics right –Employee engagement –Building a culture of trust – living the values –Managing employee wellbeing (psychological, economic and physiological) –Retention, talent management and succession planning

26. www.peopleinaid.org A need for... Integrated, holistic thinking and planning Consistency in values Evidence based action Strong leadership

27. www.peopleinaid.org Contact us : Ben Emmens  ben@peopleinaid.org People In Aid, Development House, 56-64 Leonard Street, London, UK, EC2A 4JX  +44 (0)20 7065 0900  info@peopleinaid.org  www.peopleinaid.org