Getting Started with the Engagement Cards and Retention Cards

Transcription

1 Getting Started with the Engagement Cards and Retention Cards Center for Talent Retention Page

2 Cracking the Talent Code To increase employee engagement and create a strong desire to WANT TO perform, you must be able to create a work situation which is a good fit for an employee s most critical needs. Each person has a set of most critical needs which, when achieved within their current work situation, causes them to engage, perform, and want to stay. Some of these needs are directly related to the work they do every day. Some of these needs are wrapped around what their direct manager does or doesn t do. Other needs are impacted by the work environment and what the organization offers. Therefore, our management challenge is to understand each employee s most critical needs, how it is really going, and then take action to make the appropriate changes to increase the FIT between what is most critical and the employee s current work situation. MOST CRITICAL NEEDS What I want out of a job The relationship I desire with my manager The work situation I prefer The type of organization I want to be a part of FIT CURRENT WORK SITUATION The Work Manager Actions The Work Environment Organization Characteristics Employee Engagement and Desire to Stay Center for Talent Solutions All rights reserved. Page 2

3 Engagement Cards and Retention Cards Creating Impact Simple and easy-to-use, your Engagement Cards and Retention Cards are a tool designed to help you impact employee engagement and retention. The Engagement Cards and Retention Cards provide an engaging experience for each user. With the Retention Cards, managers and employees are able to identify the issues impacting engagement and retention with speed, as well as pinpoint where they need to take action to ensure all employees are fully engaged in their work and contributing to the organization s success. What s inside the box? Upon opening your Engagement Cards and Retention Cards box, you ll find two types of cards: blue cards and green/red cards. The blue cards are header cards. These cards help you sort the Engagement Cards and Retention Cards into different categories depending on the question you re trying to answer. The green/red cards are the talent variable cards. Each green/red card identifies 1 of 50 variables impacting an employee s decision to join, engage, stay with, and/or leave an organization. The GREEN SIDE describes Why an employee would join, engage, and stay in the organization. The RED SIDE describes Why an employee would pass up offers, disengage, or leave an organization. When reading the Retention Cards, you will notice each variable has been written to capture how people really talk about the issue. Some of the variable statements may seem severe or extreme. However, the intent of these statements is to capture when the variable impacts a person s decisions or actions on-the-job. Finally, each of the 50 variables corresponds with one of the four categories that help create FIT. You will notice a letter in the upper right-hand corner of each card indicating which category the variable belongs to: Card Code Category W Work Description The WORK talent variables represent the qualities and characteristics associated with the tasks, assignments, and projects an employee is responsible for in his or her role. E M O Work Environment Manager Actions Organization Characteristics The WORK ENVIRONMENT talent variables represent the qualities and characteristics associated with the employee s work surroundings and how organization practices impact the work environment. The MANAGER ACTIONS talent variables represent the manager actions and qualities impacting an employee s work situation. The ORGANIZATION CHARCTERISTICS talent variables represent the qualities and characteristics associated with the organization s direction and the impact organization policies have on an employee s work situation. Stay Decision Drivers The talent variables marked with an asterisk (*) have been shown to have a significant impact on the decision to stay. Day-to-Day Performance Talent variables marked with a triangle ( ) impact a person s day-to-day performance. Center for Talent Solutions All rights reserved. Page 3

4 Stay Decision Drivers CTS Identified a number of talent variables which have a significant impact on the core decision each person makes to stay within an organization, leave the organization, or stay longer with the organization. When most critical needs ( most critical to cause a person to perform at their best and creates a place they want to stay) are not going well or become weaknesses within a person s current work situation, it has an impact on an individual s performance, engagement, and a desire to stay. Some of these most critical needs when not met are more likely to cause someone to decrease engagement and some are more likely to cause them to want to leave. The severity of the gap between what the person needs and what they feel is really part of their work situation drives their decision process. The description on the red side of the card this is what people say when they are being impacted to a level that causes them to leave. Some of the statements may seem strong, but they are written at the level which cause people to make decisions and take action. My day is full of stuff I hate to do. I feel like I live at work. I do not trust or respect my manager. All statements which when said by an individual will have an impact maybe cause them to go click I m out-of-here! Stay Decision Drivers Below are the 15 talent variables with the corresponding card #, category, and description. When a person s works situation moves to the Red Side they will begin to question the decision to stay. # Category GREEN SIDE RED SIDE Work My job capitalizes on my strengths and capabilities. The work I do day-to-day is what I expected to be doing. My strengths and capabilities are not utilized here. The work I do day-to-day is very different from what I want to be doing. 50 I love to do what I m doing. My day is full of stuff I hate to do Work Environment I can adjust my work schedule and/or work arrangements to meet my needs. I have a great balance between work and my personal life. 21 I can make a positive impact here. My work schedule and/or work arrangements are not flexible. I feel like I live at work. It s very difficult to make a positive impact here. 6 I trust and respect my manager. I do not trust or respect my manager. 16 Manager Action/Quality My manager knows how to handle his or her personal frustrations. My manager takes personal frustrations out on others. 18 I feel comfortable asking my manager questions and discussing important issues. My manager bites my head off whenever I ask questions or try to share information. 25 My salary is competitive in the marketplace. Other organizations are paying a lot more for people with my capabilities. 31 We have great company benefits my needs and/or my family needs are met. The company benefits do not cover my needs and/or my family needs Organization Characteristic I like the job security here it feels good to have stability. I believe in the organization s reputation, products, and services. My job is not secure-i m not sure if I ll be needed here in the future. I m embarrassed by the organization s reputation, products, and/or services. 43 I can see a number of great career opportunities here. Career opportunities are very limited here. 45 Our organization is on the right track we will be very competitive. Our organization is not on track I m not sure if we ll survive. Center for Talent Solutions All rights reserved. Page 4

5 Engagement Cards and Retention Cards Version 5.0 Day-to-Day Performance Drivers CTS Identified a number of talent variables that will have a significant impact on a person s day-to-day performance. The 8 Day-to-Day Performance Drivers must be in place for each person to perform the core expectations within their role. If they are NOT in place for a person the person s performance is impacted (period). Our research also shows that if any of the 8 are not present within a person s current work situation, performance drops. Add the driver performance increases. NOTE: The larger the gap the larger the performance impact. When the 8 talent variables are going well or are strengths in an individual s work situation, performance is positively impacted. Day-to-Day Performance Drivers #28 My goals & performance expectations are clear I know what it takes to be successful here. #46 I have the necessary resources to do a good job. #21 I can make a positive impact here. #18 I feel comfortable asking my manager questions & discussing important issues. #24 My manager gives great feedback I always know where I stand. #10 My manager gives me the space I need to do my work. #11 I have a network of people I can turn to if I need help. #17 We have great teamwork people pull together. Performance Impact When there is confusion regarding what people need to do or achieve within a role time is wasted and the wrong things get done or accomplished... Performance Drops. When the necessary resources (time, materials, information, people, and money) are not available Performance Drops. If a person does not feel they can make a posiitve impact they question actions, may hesitate taking action, and will wait to see what must be done Performance Drops. Managers need to play an active role keeping everyone in-theknow and up-to-speed changing environments create questions managers need to answer. Questions left unanswered or waiting for the answer slows things down, causes rework, and increases frustration Performance Drops. Reinforcing the right actions and results as well as highlighting performance gaps and areas needing attention makes sure people focus on the right stuff limit it Performance Drops. Autonomy creates ownership when people are competent to perform we must back up and allow them to own their work. Jumping in, micro managing, and hovering reduces ownership, energy, and creativity Performance Drops. When people need help they need help. Waiting or floundering around wastes time and potentially causes the wrong things to happen or be achieved Performance Drops. Collaboration is the key to results. Work environments are dynamic and require different peoiple to share information, problem solve issues, and tag-team assignments. As team work decreases Performance Drops. These 8 Day-to-Day Performance Drivers are an essential starting place for all leaders, managers, teams, and individuals. To make a sustainable impact and contribute long-term each of us must have a current work situation that achieves these needs. Center for Talent Solutions All rights reserved. Page 5

6 When these talent variables get to the level described on the red side of the card it will have an impact on a person s performance and will probably decrease their long-term engagement level. All Day-to-Day Performance Drivers are marked with a triangle next to the talent variable category cod (W, M, E, O). NOTE: The description on the red side of the card captures what people say when they are being impacted to a level that causes a performance gap and impacts the level they will engage. Some of the statements may seem strong, but they are written at the level which cause people to make decisions and take action. I have no one to go to when I need help. My manager won t back off and allow me to do my work We have no teamwork people compete against each other All statements which when said by an individual will have an impact on day-to-day performance Center for Talent Solutions All rights reserved. Page 6

7 Creating an Impact with the Engagement Cards and Retention Cards Use the Engagement Cards and Retention Cards in your regularly scheduled One-to-One meetings to make a real impact on your employee s engagement, performance, and desire to stay. Where to begin FIRST: Perform the Most Critical Needs process with your employees (Page 8). SECOND: Select the processes that best fit the employee s current situation and individual needs. NOTE: Feel free to adjust any process to meet your unique situation or needs. Engagement Cards and Retention Cards Process Page # High Performers Employee Situations Solid Performers New or Recent Job Change Somewhat Engaged Employees Most Critical Needs Page 8 Current Performance Page 9 Most Critical Manager Actions Page 10 Manager Self-Assessment Page 11 Top 5 Review Page 12 Manager Top 2 Page 13 Orient Me Page 14 My Top Needs Page 15 More or Less Page 16 Improve Most Critical Needs Page 17 Hot Buttons (Group Process) Page 18 Personal EVP Page 1 Work and Work Environment Impact Page 20 Future EVP (Group Process) Page 21 My Next Job Page 22 Performance Drivers Discussion Page 23 Center for Talent Solutions All rights reserved. Page 7

8 5 minutes 15 minutes Most Critical Needs Use the Engagement Cards and Retention Cards to identify your Top 15 Most Critical Needs Step 1: Open the Engagement Cards and Retention Cards and separate the blue cards from the green/red cards. Shuffle the green/red Retention Cards. Step 2: Find blue Header Cards: A and C (A = Less Critical and C = Most Critical). You may need to flip the blue cards over to find the correct side. Place blue cards A and C face up on your desk or table. Step 3: Read the GREEN side of each card and determine if the variable is most critical to you. Use the following statements to determine what is most critical : When you read each card, think about what is most critical to engaging you to perform at your highest level and helps create a work situation where you want to stay. At this point you are trying to identify what is most critical to you; it has nothing to do with how well these talent variables are being met by your current work situation. A good way to perform this sort is to review each card and create a pile of the cards which initially feel most critical to you. Once you ve reviewed all 50 cards, go back and reduce your most critical pile down to your Top 15. Step 4: Summarize your results on the Talent Performance Summary Sheet (page 24). Record an X in Column A for each of your Most Critical needs. NOTE: The card number corresponds to the row number on the Talent Performance Summary Sheet. Step 5: Review your results and determine how you want to move forward. OPTION A: You can organize your 15 most critical needs by the four categories (W, E, M, and O) and discuss these results with your manager or within a team/work group setting. OPTION B: Create a rich, robust dialogue with your manager around what s most critical to you, or you can perform a Current Performance Sort (page 9) to determine if these most critical needs are a current strength, meet your needs, or are a weakness in your work situation. Center for Talent Solutions All rights reserved. Page 8

9 5 minutes 10 minutes Current Performance Assess how well your most critical needs are currently being met by your work situation Step 1: Identify your most critical needs using the Most Critical Needs process (page 8). Step 2: Read the GREEN side of each of your Top 15 most critical needs and determine how well this talent variable is being met by your current work situation. Place the card into one of three piles: Pile 1 Pile 2 Pile 3 WEAKNESS This need is not being met it is a weakness in my current work situation. MEETS MY NEEDS This need is being met by my current work situation. STRENGTH This need is being met... it is a real strength in my work situation. Consider the following as you evaluate your most critical needs: It is normal to have some of our most critical needs in each of the 3 piles... some will be STRENGTHS, some will be MEETS MY NEEDS, and some will be a current WEAKNESS. You re trying to capture how well your most critical needs are currently being met by your work situation. Your work situation may be very different than a co-worker who sits by you, is doing the same type of job, or reports to the same manager. Step 3: Summarize your results on the Talent Performance Summary Sheet (page 24). Place an X in the appropriate column (B, C, or D) for each of your Top 15 Most Critical variables. (Column B) WEAKNESS: This need is not being met it is a weakness in my current work situation. (Column C) MEETS MY NEEDS: This need is being met by my current work situation. (Column D) STRENGTH: This need is being met... it is a real strength in my work situation. Step 4: You can discuss your current results in a team setting or with your manager, sharing what is most critical and how it s going right now. Determine the actions you, your team, or your manager can take to maintain your strengths and improve on your most critical needs. Center for Talent Solutions All rights reserved. Page 9

10 5 minutes 15 minutes Most Critical Manager Actions Identify 5 manager actions which are most critical to you Step 1: Open the Engagement Cards and Retention Cards and pull out the 20 Manager cards. NOTE: The Manager cards have an M in the upper right-hand corner. Step 2: Read the green side of the 20 Manager cards and identify the top 5 cards which are most critical to you. Use the following statements to identify your most critical manager cards: When you read each card, think about what is most critical to engaging you to perform at your highest level and creates a work situation where you want to stay. This is 100% about what is most critical to engaging and retaining you no matter who you work for. Focus on what s most critical to you, versus how well your manager performs the statements on the card. A good way to perform this sort is to review each card and create a pile of the cards which initially feel most critical to you. Once you do this, go back and reduce your most critical pile to the top 5 cards. Step 3: Bring the 5 cards to your discussion with your manager. Review your most critical cards with your manager. Focus on creating a rich dialogue by sharing what is most critical and why it s most critical to you. Center for Talent Solutions All rights reserved. Page 10

11 5 minutes 15 minutes Manager Self-Assessment Assess your current performance against the critical manager actions Step 1: Select the 20 Manager Action cards from the Engagement Cards and Retention Cards deck (each card will have an M in the top right corner) Select the Blue Header cards labeled (D) A Weakness, (E) Average, and (F) A Strength Make a copy of the Manager Assessment Summary Sheet (page 25) for yourself and/or anyone else who will be assessing your capabilities Step 2: The purpose of the sort process is to sort the cards into three piles based on your current performance. To sort the cards, read the green side of each Manager card and determine if it is a strength of yours, an average capability, or a weakness. Place the card next to the corresponding blue header card. It is important to note this is a forced sort. You are trying to create a relative picture of your strongest strengths and weakest weaknesses. You must place 6 cards in the A Strength pile 8 cards in the Average pile 6 cards in the A Weakness pile Use the following definitions to help sort the cards. A Weakness (6 cards) Average (8 cards) A Strength (6 cards) Your weakest capabilities (relative to the other manager cards) Actions you perform poorly or which need improvement. These may be actions you don t perform or when you do perform them you don t do them well. Your average capabilities (relative to the other manager cards) Actions you perform and perform well. Your greatest strengths (relative to the other manager cards) You perform these actions and are very good at them. The feedback you received from others would let you know these are a real strength. As you perform the self-assessment, think about the feedback from past employees, what your current employees would say, what your past or current boss would say are your current strengths or weaknesses. Consider all the formal and informal feedback you re received to determine your true strengths, average capabilities, and weaknesses. Step 3: Use the Manager Assessment Summary Sheet (page 25) to summarize your results from your self-assessment or performance feedback. Place an S, A, or W in the upper right-hand box in each manager action and quality to indicate your strengths (S), average capabilities (A), and weaknesses (W). Step 4: Look at your current performance and see if there is one area you would like to take action on. This may be a Strength you want to leverage, an Average capability you want to develop, or a Weakness you want to build. Identify resources you can tap into to improve your performance. NOTE: See the Engaging and Retaining Employee Talent: A Fast Action Development Guide for actions you can take in the next 48 hours, 7 days, 30 days, and 90 Days to improve each of the seven manager capabilities. Center for Talent Solutions All rights reserved. Page 11

12 5 minutes 15 minutes Top 5 Review Assess the progress made to improve the employee s most critical needs NOTE: Perform this sort 60 to 90 days after the following: 1. The employee performs the Most Critical Needs process (page 8), AND 2. Actions have been taken to make an impact on the employee s most critical needs. Step 1: Employees review their 15 most critical needs, and select their top 5 most critical needs. These cards should be the cards that will have the greatest impact on the employee s work situation. Step 2: Together, managers and employees review the top 5 cards and discuss the following: 1. The past performance on each card 2. Actions the manager and employee took to maintain or improve the performance on each card 3. How each variable is going right now Step 3: Outline the actions both the manager and the employee can take going forward to continue improving the current performance on each of the top 5 most critical needs. Center for Talent Solutions All rights reserved. Page 12

13 5 minutes 30 minutes Manager Top 2 Employees select the top 2 manager actions they need to be successful In this process you will begin to dialogue around what you do as a manager to impact your team members engagement levels. The following process enables you to begin to understand the manager actions that are most critical to your employees to engage them to perform at their best and creates a place they want to stay. Your role is to ask questions, listen, and make sure you have a rich understanding of what is most critical to the employee and how it s really going right now. Step 1: Schedule 15 minutes with your employee to conduct this process. Step 2: Print a copy of the Employee Instructions (page 26-27). Give the employee the Manager Top 2: Employee Instructions and the 20 Manager Actions worksheet. Ask the employee to read the instructions and complete the exercise (takes 5 minutes). Step 3: Have the employee share his or her 2 manager actions. For each of the actions, focus on understanding why it is most critical and how it s really going. The action the employee selected as needs more energy will show you one area you can take action on to engage the employee to perform at his or her best. Your Role: Focus on listening, understanding, and learning the unique needs of each employee. It s OK not to take action immediately you may need some time to think about how you can increase the energy you put into that action. You may need to manage expectations instead of committing to action. One-to-One Dialogue will not just happen you must make time to dialogue with each employee. NOTE: As you perform this process with different employees, you may notice a common theme between employees or that each employee has unique needs. Either way the key is to take action. Center for Talent Solutions All rights reserved. Page 13

14 15 minutes 30 minutes Orient Me New employees outline what is most critical to engaging and keeping them Identify the reason behind your new employee s decision to engage and stay in an organization, and determine what actions are needed to ensure the new hire becomes an integrated member of the team and organization. Step 1: Give your employee a deck of Engagement Cards and Retention Cards and the Orient Me Instructions (Page 28-29). Step 2: Meet with your new employee and discuss the following: 1. Which most critical variables impacted the new employee s decision to leave his or her previous job/organization 2. Which variables are most critical and impacted the new employee s decision to accept the job offer and join your organization Step 3: Outline the actions both you and the new employee must take to ensure the employee s most critical needs will become strengths in his or her work situation. Center for Talent Solutions All rights reserved. Page 14

15 15 minutes 30 minutes My Top Needs Employees outline what they need to have within their work situation to maintain a high level of performance Step 1: Give your employee a deck of Engagement Card and Retention Cards. Step 2: Employees read the GREEN side of the cards and identify 5 cards that are essential to have in their work situation to maintain their high level of performance. Employees should think about the following: If these variables are NOT in place, it will negatively impact my ability to perform at a high level. Step 3: Meet with your employee and discuss the employee s top 5 cards. Discuss the following for each card: 1. Why is this card important to your high performance? 2. How is it really going right now? 3. What actions can we take to maintain or increase the current level of performance for this variable? Center for Talent Solutions All rights reserved. Page 15

16 15 minutes 30 minutes More or Less Outline what actions to do more of and less of for your employees Identify the actions that will make a real impact in your employee s work situation. Step 1: Give your employee a deck of Engagement and Retention Cards. Step 2: Ask your employee to read the GREEN side of the cards and identify the cards that need action to make an impact on his or her engagement or performance. Step 3: Meet with your employee and discuss the selected cards. With your employee determine the following: 1. Actions you and the employee need to do more of 2. Actions you and the employee need to do less of Center for Talent Solutions All rights reserved. Page 16

17 15 minutes 30 minutes Improve Most Critical Needs Employees identify the most critical needs which need improvement Identify the employee s most critical variables which need more energy or improvement. Step 1: Ask your employee to review the Engagement Cards and Retention Cards and select 10 that are most critical to engaging and retaining him or her. The employee should read the GREEN side of each card and use the following statements to determine what is most critical : When you read each card, think about what is most critical to engaging you to perform at your highest level and helps create a work situation where you want to stay. You are trying to identify what is most critical to you; it has nothing to do with how well these talent variables are being met by your current work situation. Step 2: Once the employee selects 10 cards, the employee should then create two piles with the 10 cards: Pile 1 Pile 2 I want to maintain how this variable is going right now. I would like to have more energy put towards this variable. Step 3: With your employee, determine what actions you and the employee can take to maintain and put more energy towards the selected cards. QUICK CHECK: Ask your employee how his or her work situation would change if the actions were implemented. These actions should have a positive impact on the employee s engagement, performance, and desire to stay. Center for Talent Solutions All rights reserved. Page 17

18 5 minutes 60 minutes Hot Buttons A Group Process Teams identify the core issues that impact employee engagement and the desire to stay Step 1: Open the Engagement Cards and Retention Cards and separate the blue header cards from the green/red talent variable cards. Step 2: Shuffle the 50 green/red cards. Spread the cards out on a table. Place some of the cards GREEN side up and some of the cards RED side up. Step 3: Members of the group should begin to silently read both sides of each talent variable card. Participants should think about how the variable is going for most of the team members, most of the time. They should then leave the side up (red or green) which best describes: What would most employees say most of the time Is it more like the GREEN or RED side? PARTICIPANT NOTE: Perform this step SLIENTLY, WITHOUT TALKING. The purpose of this step is to make a quick decision based on your initial gut reaction. Rotate around the table to review all of the cards. Feel free to flip some of the cards over to the other side to represent what it is really like right now. Step 4: Create two piles of cards green and red. The green pile captures the cards that will help team members engage, perform, and create a place employees want to stay. The red pile captures the talent variables that could cause people to disengage and want to leave. Step 5: As a team, discuss the cards and make any final changes. Review the red side ( hot buttons ) and begin to outline what the team or manager can do to reduce or eliminate the hot buttons and impact engaging and retaining employees. Center for Talent Solutions All rights reserved. Page 18

19 15 minutes 30 minutes Personal EVP (Employee Value Proposition) Employees identify the best part of their value proposition Step 1: Employees review the Engagement Cards and Retention Cards and select the cards they feel would not be found in other jobs or organizations, AND make working in their current job compelling and distinctive. A Compelling and Distinctive variable would Create great value for the employee Be Innovative, unique, or different Generate energy and passion for the employee Be recognized as best in class Step 2: With your employee, review the cards that make his or her work situation compelling and distinctive. Be sure to discuss the following: 1. How do these variables impact the employee s work situation? 2. What actions can you and the employee take to ensure these variables are strengths within the employee s work situation? Center for Talent Solutions All rights reserved. Page 19

20 5 minutes 30 minutes Work and Work Environment Impact Determine how the work and work environment impacts employees Step 1: Open the Engagement Cards and Retention Cards and pull out the 6 Work cards and the 12 Work Environment Cards. Note: The Work cards have a W in the upper right-hand corner, and the Work Environment cards have an E in the upper right-hand corner. Step 2: With your employee, talk about the green side of each card for 1 minute. For each card the employee may discuss: If the card is most critical to engaging and keeping him or her, AND/OR How the card is really going in his or her work situation right now Step 3: After discussing each card, select 1 card you and the employee will take action on. Identify the actions both you and the employee will take to make a positive impact on the selected variable. Center for Talent Solutions All rights reserved. Page 20

21 10 minutes 60 minutes Future EVP (Employee Value Proposition) A Group Process Identify what the team must be great at in the future Step 1: As a team, review the Engagement Cards and Retention Cards and select the cards that represent the team s current EVP (Employee Value Proposition). Lay the cards on a table, GREEN side up, and select the cards which capture the variables that are going well for team members and are a team strength. Current Team EVP The team s current EVP is represented by the cards that are going well for all team members and are a real strength within the team s work situation. Step 2: Review the cards which are strengths within the team s current EVP. Determine the following: 1. Are there actions the team must take to ensure these variables stay as real strengths within the team s future work situation? 2. Are there other variables, not part of the Current Team EVP, which the team would like as part of their EVP in the future? Center for Talent Solutions All rights reserved. Page 21

22 20 minutes 30 minutes My Next Job Employees identify what they want in their next job Compliment your career planning and development process by asking employees to identify the variables they would like to have in their next job or assignment within the organization. Step 1: Ask your employee to review the Engagement Cards and Retention Cards and select the variables he or she would like to be part of his or her next job or assignment. These variables may be: Variables the employee must have to engage, perform, and want to stay Variables the employee has not had in the past, but would like in the future Variables required for success in a desired future role or assignments Step 2: With your employee, discuss the selected variables, and determine if there are current or future projects, assignments or roles that would satisfy the employee s selected variables. Outline any actions that would help the person move towards the selected job or assignment. Determine what actions are required to ensure these variables are met in a future job or assignment. Center for Talent Solutions All rights reserved. Page 22

23 MOST CRITICAL NEEDS GRID SUMMARY SHEET Performance Driver Discussion Day-to-Day Performance Drivers are highlighted in BLUE. Capture which talent variables which are most critical to engage you to perform at your best and helps create a place you want to stay. (Circle the number) If using the Engagement and Retention Cards, look at the code (W, E, M, O) in the top right-hand corner to determine the category each talent variable falls into. Cards are ordered sequentially by card number. Once you have captured your most critical needs feel free to outline which talent variables are real strengths within your current work situation or will become strengths based on upcoming changes. ü + Place a ü next to all talent variables which are current strengths within your current work situation. Place a + next to the talent variables which will become strengths in the future due to current improvement actions. Work Variables (W) 42 My work is very challenging. 44 I am given substantial responsibility. 46 I have the necessary resources to do a good job. Work Environment Variables (E) 1 I feel appreciated and valued. 3 I get a lot of skill development and training I m developing new capabilities. 5 I love the flexibility here. 48 My job capitalizes on my strengths and capabilities. 49 The work I do day-to-day is what I expected to be doing. 7 It s fun here! 9 I am thanked and praised for my work. 50 I love to do what I m doing. Manager Actions Variables (M) 2 My manager stands up and supports me. 4 I feel comfortable around my manager. 6 I trust and respect my manager. 8 My manager is highly qualified. 10 My manager gives me the space I need to do my work. 12 My manager genuinely cares about me as a person My manager gives feedback in a way that makes it easy to want to improve. My manager knows how to handle his or her personal frustrations. (M) I feel comfortable asking my manager questions & discussing important issues. 20 My manager understands my work. 22 My manager tells the truth no matter what My manager gives great feedback I always know where I stand. My manager actively listens to me and seeks to understand my point of view. My goals and performance expectations are clear I know what it takes to be successful here. I get a lot of coaching from my manager and other knowledgeable resources. 32 My manager often asks for my ideas. 11 I have a network of people I can turn to if I need help. 13 I can adjust my work schedule and/or work arrangements to meet my needs. 15 I have a great balance between work and my personal life. 17 We have great teamwork people pull together. 19 New ideas are valued and supported. 21 I can make a positive impact here. 23 We laugh a lot around here. Organization Characteristics Variables (O) 25 My salary is competitive in the marketplace. 34 My manager meets commitments and role models what they Our organization is on the right track we will be very 45 say is important. competitive. 36 I really like my manager. 47 My salary is fair compared to what others are paid within the organization. 38 My manager and I have values which allow us to work very well together. My manager gets the facts before making judgments or taking 40 Center action. for Talent Solutions All rights reserved. Page The organization s real values are consistent with my personal values. I get to use the hottest technology I m on the cutting edge. We have great company benefits my needs and/or my family needs are met. 33 Working here has great financial payoffs. 35 I like the job security here it feels good to have stability This organization cares about its customers, each individual, as well as making money. I believe in the organization s reputation, products and services. The organization s mission and purpose is exciting and inspires me to do my best. 43 I can see a number of great career opportunities here.

24 Column A # Talent Performance Summary Sheet MOST CRITICAL 1 I feel appreciated and valued. 2 My manager stands up and supports me. 3 I get a lot of training and skill development I m developing new capabilities. 4 I feel comfortable around my manager. 5 I love the flexibility here. 6 I trust and respect my manager. 7 It s fun here! 8 My manager is highly qualified. 9 I am thanked and praised for my work. 10 My manager gives me the space I need to do my work. 11 I have a network of people I can turn to if I need help. 12 My manager genuinely cares about me as a person. 13 I can adjust my work schedule and/or work arrangements to meet my needs. 14 My manager gives feedback in a way that makes it easy to want to improve. 15 I have a great balance between work and my personal life. 16 My manager knows how to handle his or her personal frustrations. 17 We have great teamwork people pull together. 18 I feel comfortable asking my manager questions & discussing important issues. 19 New ideas are valued and supported. 20 My manager understands my work. 21 I can make a positive impact here. 22 My manager tells the truth no matter what. 23 We laugh a lot around here. 24 My manager gives great feedback I always know where I stand. 25 My salary is competitive in the marketplace. 26 My manager actively listens to me and seeks to understand my point of view. 27 The organization s real values are consistent with my personal values. 28 My goals & performance expectations are clear I know what it takes to be successful here. 29 I get to use the hottest technology I m on the cutting edge. 30 I get a lot of coaching from my manager and other knowledgeable resources. 31 We have great company benefits my needs and/or my family needs are met. 32 My manager often asks for my ideas. 33 Working here has great financial payoffs 34 My manager meets commitments and role models what they say is important. 35 I like the job security here it feels good to have stability. 36 I really like my manager. 37 This organization cares about its customers, each individual, as well as making money 38 My manager and I have values which allow us to work very well together. 39 I believe in the organization s reputation, products and services. 40 My manager gets the facts before making judgments or taking action. 41 The organization s mission & purpose is exciting and inspires me to do my best. 42 My work is very challenging. 43 I can see a number of great career opportunities here. 44 I am given substantial responsibility. 45 Our organization is on the right track we will be very competitive. 46 I have the necessary resources to do a good job. 47 My salary is fair compared to what others are paid within the organization. 48 My job capitalizes on my strengths and capabilities. 49 The work I do day-to-day is what I expected to be doing. 50 I love to do what I m doing. Download an electronic copy at X Column B WEAKNESS This need is a weakness in my current work situation. Column C MEETS MY NEEDS This need is being met by my current work situation. Column D STRENGTH This need is a real strength in my current work situation Center for Talent Solutions All rights reserved. Page 24

25 Manager Assessment Summary Sheet Step 1: Place an S, A, or W in the upper right-hand box in each manager action and quality to indicate your strengths, average capabilities, and weaknesses. Step 2: Review your areas of strengths, average capabilities, and weaknesses in each manager capability. Which capability needs the most attention? Which capability, if developed, would have the greatest impact on engaging and retaining your employee talent? Step 3: Focus your development efforts by selecting one manager capability to develop for the next 90 days. 7 Manager Capabilities 15 Manager Actions Communication #18 I feel comfortable asking my manager questions and discussing important issues. #26 My manager actively listens to me and seeks to understand my point of view. #32 My manager often asks for my ideas. #40 My manager gets the facts before making judgments or taking action. Supporting Work #2 My manager stands up and supports me. #10 My manager gives me the space I need to do my work. #20 My manager understands my work. Credibility #22 My manager tells the truth no matter what. #34 My manager meets commitments and role models what they say is important. Coaching Performance #28 My goals and performance expectations are clear I know what it takes to be successful here. #30 I get a lot of coaching from my manager and other knowledgeable resources. Providing Feedback #14 My manager gives feedback in a way that makes it easy to want to improve. #24 My manager gives great feedback I always know where I stand. Caring #12 My manager genuinely cares about me as a person. Personal Actions #16 My manager knows how to handle his or her personal frustrations. 5 Manager Qualities #4 I feel comfortable around my manager. #6 I trust and respect my manager. #8 My manager is highly qualified. #36 I really like my manager. #38 My manager and I have values which allow us to work very well together. Download an electronic copy at: Center for Talent Solutions All rights reserved. Page 25

26 Employee Instructions: Manager Top 2 In this process you will review a number of manager actions and select two actions that make an impact on your engagement and desire to stay. This is a great opportunity for you and your manager to discuss what he or she does to impact your work situation, and determine what actions can be taken to make a positive impact on your engagement and desire to stay. Step 1: Read the manager actions on the following page and select 2 manager actions that are most critical to you to discuss with your manager. PART A: Use the following statement to determine what is most critical : What is most critical to engaging you to perform at your highest level and creates a place you want to stay? PART B: When selecting the 2 actions, be sure to select the following: 1. One action should be something that is most critical and GOING WELL RIGHT NOW 2. One action should be something that is most critical and NEEDS MORE ENERGY Step 2: Share the two manager actions you selected with your manager. Discuss why you selected each action as most critical, then explain why it is either going well right now or needs more energy. Download an electronic copy at: Center for Talent Solutions All rights reserved. Page 26

27 Employee Instructions: Manager Top 2 20 Manager Actions Read the manager actions below and select 2 manager actions. One action should be something that is most critical and GOING WELL RIGHT NOW One action should be something that is most critical and NEEDS MORE ENERGY My manager stands up and supports me. My manager gets the facts before making judgments or taking action. My manager meets commitments and role models what they say is important. My manager often asks for my ideas. My manager gives me the space I need to do my work. My manager genuinely cares about me as a person. My manager gives me feedback in a way that makes it easy to want to improve. My manager knows how to handle his or her personal frustrations. I trust and respect my manager. My manager is highly qualified. My manager tells the truth no matter what. My manager gives great feedback I always know where I stand. My manager actively listens to me and seeks to understand my point of view. My goals and performance expectations are clear I know what it takes to be successful here. I get a lot of coaching from my manager and other knowledgeable resources. I feel comfortable around my manager. I really like my manager. My manager understands my work. I feel comfortable asking my manager questions and discussing important issues. My manager and I have values which allow us to work very well together. Download an electronic copy at: Center for Talent Solutions All rights reserved. Page 27

28 Employee Instructions: Orient Me Identify the top variables impacting your personal engagement and desire to stay with your job and the organization. Step 1 Open the Engagement Cards and Retention Cards and separate the blue cards from the green/red cards. Shuffle the Retention Cards. Step 2 Step 3 Find blue Header Cards: A and C (A = Less Critical and C = Most Critical). You may need to flip the blue cards over to find the correct side. Place blue cards A and C face up on your desk or table. Select your Top 10 Most Critical Cards. Read the GREEN side of each card and determine if the variable is most critical to you. Use the following statements to determine what is most critical : When you read each card, think about what is most critical to engaging you to perform at your highest level and helps create a work situation where you want to stay. At this point you are trying to identify what is most critical to you, it has nothing to do with how well these talent variables are being met by your current work situation. A good way to perform this sort is to review each card and create a pile of the cards which initially feel most critical to you. Once you ve reviewed all 50 cards, go back and reduce your most critical pile to your Top 10. Step 4 Step 5 Summarize your results on the Orient Me Summary Sheet. Record an X for each of your Most Critical needs. For each of your Top 10 most critical needs, place an X in the appropriate column if the variable 1. Caused you to leave your last job or organization 2. Caused you to accept the offer for your new job Center for Talent Solutions All rights reserved. Page 28

29 # Orient Me Summary Sheet MOST CRITICAL 1 I feel appreciated and valued. 2 My manager stands up and supports me. 3 I get a lot of training and skill development I m developing new capabilities. 4 I feel comfortable around my manager. 5 I love the flexibility here. 6 I trust and respect my manager. 7 It s fun here! 8 My manager is highly qualified. 9 I am thanked and praised for my work. 10 My manager gives me the space I need to do my work. 11 I have a network of people I can turn to if I need help. 12 My manager genuinely cares about me as a person. 13 I can adjust my work schedule and/or work arrangements to meet my needs. 14 My manager gives feedback in a way that makes it easy to want to improve. 15 I have a great balance between work and my personal life. 16 My manager knows how to handle his or her personal frustrations. 17 We have great teamwork people pull together. 18 I feel comfortable asking my manager questions & discussing important issues. 19 New ideas are valued and supported. 20 My manager understands my work. 21 I can make a positive impact here. 22 My manager tells the truth no matter what. 23 We laugh a lot around here. 24 My manager gives great feedback I always know where I stand. 25 My salary is competitive in the marketplace. 26 My manager actively listens to me and seeks to understand my point of view. 27 The organization s real values are consistent with my personal values. 28 My goals and performance expectations are clear I know what it takes to be successful here. 29 I get to use the hottest technology I m on the cutting edge. 30 I get a lot of coaching from my manager and other knowledgeable resources. 31 We have great company benefits my needs and/or my family needs are met. 32 My manager often asks for my ideas. 33 Working here has great financial payoffs. 34 My manager meets commitments and role models what they say is important. 35 I like the job security here it feels good to have stability. 36 I really like my manager. 37 This organization cares about its customers, each individual, as well as making money. 38 My manager and I have values which allow us to work very well together. 39 I believe in the organization s reputation, products and services. 40 My manager gets the facts before making judgments or taking action. 41 The organization s mission & purpose is exciting and inspires me to do my best. 42 My work is very challenging. 43 I can see a number of great career opportunities here. 44 I am given substantial responsibility. 45 Our organization is on the right track we will be very competitive. 46 I have the necessary resources to do a good job. 47 My salary is fair compared to what others are paid within the organization. 48 My job capitalizes on my strengths and capabilities. 49 The work I do day-to-day is what I expected to be doing. 50 I love to do what I m doing. Column A Column B Column C X Why I left my previous job or organization One of the top reasons why I accepted this job offer Center for Talent Solutions All rights reserved. Page 29