1 / 10

2008 isee User Conference Burlington Vermont October 9-10, 2008

Discover the drivers of employee retention, identify and quantify the loss and retention drivers, and calculate the impact on management performance scores. Use this model to assess the financial impact of retention drivers.

aoneal
Download Presentation

2008 isee User Conference Burlington Vermont October 9-10, 2008

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 2008 isee User Conference Burlington Vermont October 9-10, 2008 Quantifying, Linking and Modeling Soft Variables Prof Kevin Austin Janelle Edgar kevin.austin@enzymeinternational.com.au janelle.edgar@enzymeinternational.com.au If any information or ideas are used please acknowledge the source.

  2. Flows & Dashboard Profit Value Model & Dashboard Value Model & Dashboard Rev Exp Channels Dynamic Modelling Financial Process Technology Staff Policy & Strategy Stakeholders Model Model Model In Data Out Resources CPU Retention Model & Dashboard Retention Model & Dashboard Impact & Dashboard Process Dashboard Financial Dashboard Technology Dashboard Business Simulator

  3. Staff Loss & Retention Drivers Loss Drivers / Negative Loss Driver 1 X% X(0-10) Loss Driver 2 X% X (0-10) Loss Driver 3 X% X (0-10) Loss Driver 4 X% X (0-10) Loss Driver 5 X% X (0-10) … Retention Drivers / Positive Retention Driver 1 X% X (0-10) Retention Driver 2 X% X (0-10) Retention Driver 3 X% X (0-10) Retention Driver 4 X% X (0-10) Retention Driver 5 X% X (0-10) … Impact Weight Mgt Perf Score Impact Weight Mgt Perf Score 100% 100% - 100 + 100 • Discover the Drivers • Identify the Loss & Retention Drivers • Apply the weights • Impact weight assigned to each Driver. • Addition of impact weights = 100% • Assign Management Performance Scores • Score between 0-10, where 0 = Very Poor and 10 = Outstanding

  4. Identify the Employee Retention Index Loss Drivers / Negative Loss Driver 128 x 3.2 / 10 = 28 x 0.32 = 9.0 Loss Driver 2 25 X 3.4 / 10 = 25 x 0.34 = 8.5 Loss Driver 3 21 x 4.2 / 10 = 21 x 0.42 = 8.8 Loss Driver 4 16 x 4.5 / 10 = 16 x 0.45 = 7.2 Loss Driver 5 10 x 3.9 / 10 = 10 x 0.39 = 3.9 Impact Weight % Mgt Perf Score Loss Index The Loss Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Loss Drivers. The Staff Loss Driver Index was - 63 out of a possible maximum - 100. The + 37 calculation on the left is subtracted from 100 and the sign changed as it is really out of – 100 not +100. (100 – 37 = 63 …change the sign = - 63) This is done because extreme goodness is actually zero and extreme badness is – 100). Total = 37 Retention Drivers / Positive Loss Driver 127 x 3.2 / 10 = 27 x 0.32 = 8.6 Loss Driver 2 22 X 5.1 / 10 = 22 x 0.51 = 11.2 Loss Driver 3 19 x 4.3 / 10 = 19 x 0.43 = 8.2 Loss Driver 4 17 x 4.6 / 10 = 17 x 0.46 = 7.8 Loss Driver 5 15 x 4.3 / 10 = 15 x 0.43 = 6.5 Impact Weight % Mgt Perf Score Retention Index The Retention Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Retention Drivers. The Staff Retention Driver Index was + 42 out of a possible maximum +100. Total = 42

  5. Identify the Employee Retention Index Loss Drivers / Negative 28 x 3.2 / 10 = 28 x 0.32 = 9.0 25 X 3.4 / 10 = 25 x 0.34 = 8.5 21 x 4.2 / 10 = 21 x 0.42 = 8.8 16 x 4.5 / 10 = 16 x 0.45 = 7.2 10 x 3.9 / 10 = 10 x 0.39 = 3.9 Impact Weight % Mgt Perf Score Loss Index Culture of stress, bullying, pressure The Loss Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Loss Drivers. The Staff Loss Driver Index was - 63 out of a possible maximum - 100. The + 37 calculation on the left is subtracted from 100 and the sign changed as it is really out of – 100 not +100. (100 – 37 = 63 …change the sign = - 63) This is done because extreme goodness is actually zero and extreme badness is – 100). Too much work Lack of appreciation, recog’n, reward or valuing Poor management & leadership competency Lack of career pathways & opps for development Total = 37 Retention Drivers / Positive 27 x 3.2 / 10 = 27 x 0.32 = 8.6 22 X 5.1 / 10 = 22 x 0.51 = 11.2 19 x 4.3 / 10 = 19 x 0.43 = 8.2 17 x 4.6 / 10 = 17 x 0.46 = 7.8 15 x 4.3 / 10 = 15 x 0.43 = 6.5 Impact Weight % Mgt Perf Score Retention Index Sufficient resources & balanced workload The Retention Driver Index is calculated using a combination of Relative Impact and Management’s Current Performance for all Retention Drivers. The Staff Retention Driver Index was +42 out of a possible maximum +100. Proactive, supportive, Decisive leaders & mgrs Career development & opps Clear vision, values, direction Value me / my contributions apprec’n, recog’n & reward Total = 42

  6. Net Employee Retention Index

  7. Financial Impact

  8. Loss & Retention Drivers Link between Retention & Financial Model

  9. Retention Modelling Console

  10. Financial Impact Console

More Related