Retaining Talent & Delivering Learning Strategy in the Third Sector

1. TPP HR Seminar
16th May 2017
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2. About TPP
• TPP are specialist charity recruiters
• We have a dedicated HR team
• We recruit at all levels from Assistant to
Director level.

3. TPP Giving Back
• Free professional development seminars
• Career and interview workshops
• Sector partnerships
• Free advertising for volunteer roles
• Free venue hire

4. Our principles

5. Thank you
020 7198 6140
www.tpp.co.uk
www.tpphr.co.uk
@TPPHR
#TPPHR17

6. #TPPHR17
Joanne Harrington
HR Team Lead
Lara Roche - Talent and
Learning Consultant

7. Retaining Talent and
Delivering Learning Strategy
in the Third Sector
Lara Roche – The Talent Sphere

8. Introductions – Lara Roche
• Talent and Learning Consultant, FCIPD
• Psychology background
• Head of HR and Talent at Board level for over a decade
• People Management Columnist
• Awards: Best Talent Strategy, IiP Gold and Champions, Best
Places to Work, Britain’s Top Employers
• Owner of The Talent Sphere

9. Today’s topics
Lack knowledge
Lack budget
Robust retention plan
Transformational
learning strategy

10. Creating a robust retention plan

11. Why retention planning matters
• High costs of ignoring attrition: rehire, training, lost
knowledge, lost networks, insecure colleagues
• Fewer workers:
– significantly less Gen X than Baby Boomers
– increase in freelancers – 43% in 8 years
– millennials aiming for “gig-working” careers
• Replacing people is a bigger challenge and more costly than
ever

12. Robust retention plan
Understand
Talent exit
points
Understand
Talent “stay vs
go” decisions
Understand
exit risk
groups
Create
initiatives and
build plan
Identify
organisation
danger points
Talk to people!

13. Robust retention plan
Understand
Talent exit
points
Understand
Talent “stay vs
go” decisions
Understand
exit risk
groups
Create
initiatives and
build plan
Identify
organisation
danger points
Talk to people!

14. Talent exit points
• Immediately – unmet expectations
• Development path stops – 2 years
• Step up to Management – 4 years
• Step up to Leadership – 10 years
• Career end - retirement

15. Talent exit points - initiatives
• Immediately – unmet expectations
– Fortnightly meetings for 3 months with HR and Buddy
• Development path stops – 2 years
– Springboard Programme
• Step up to Management – 4 years
– Manager To Be Programme
• Step up to Leadership – 10 years
– Leader To Be Programme
• Career end – retirement
– Internal Consult, Mentor role

16. Robust retention plan
Understand
Talent exit
points
Understand
Talent “stay vs
go” decisions
Understand
exit risk
groups
Create
initiatives and
build plan
Identify
organisation
danger points
Talk to people!

17. Talent “stay vs go” decision making – Top 5
• Low salary = 35%
• Want new challenge = 23%
• The work is boring = 22%
• Location unsuitable / commute too long = 20%
• Poor relationship with boss / manager = 18%
(HR Magazine, 2016)

18. Stay vs go decision making - initiatives
Want a new challenge
Talent
Projects
“Nice-to-have” projects assigned to ready-
promotees, to learn skills for next level up
WIFM for individual: £2k year end bonus, evidence
for promotion case, interesting work
WIFM for organisation: project completed, view of
readiness for next level, Talent retained for 1 year

19. Stay vs go decision making - initiatives
Location unsuitable/commute too long
Choose
Your
Work
Pattern
Choice of 8.30-4.30, 9.00-5.00 or 9.30-5.30, plus one
weekly homeworking day on rolling 3 month basis
WIFM for individual: flexibility, efficient commute,
homeworking
WIFM for organisation: longer cover, performance
improvement and retention

20. Talent “stay vs go” decision making – unexpected
• Lack camaraderie, work friends = 18% of 16-24s
• It’s January = 20% of annual migration
• It’s my birthday = 12% jump in job hunting
• It’s my work anniversary = 9% jump in job hunting
• It’s my reunion = 16% jump in job hunting
• I’ve just returned from holiday = 75% more likely to job hunt
(Harvard Business Review, 2016)

21. Robust retention plan
Understand
Talent exit
points
Understand
Talent “stay vs
go” decisions
Understand
exit risk
groups
Create
initiatives and
build plan
Identify
organisation
danger points
Talk to people!

22. At risk groups
• Millennials – 3x more regular job moves (Gallup, 2016)
• New parents – mothers 50% more likely to leave in first year
(The Independent, 2016)

23. Exit risk groups - initiatives
Millennials
Alumni
Group
Regretted leavers group: LinkedIn group, e-
newsletter, Keep In Touch Programme
WIFM for individual: updated on opportunities, a
mentor on return, an ongoing network
WIFM for organisation: no rehire costs, hit-the-
ground-running Talent

24. Exit risk groups - initiatives
New parents
Parent
Buddies &
Coaching
Parent-to-be Coach provided pre, during and post
maternity, Parent buddy assigned on return
WIFM for individual: supported during biggest
working life transition, professionally and informally
WIFM for organisation: smooth maternity leave and
return to work, retention of Talent

25. Robust retention plan
Understand
Talent exit
points
Understand
Talent “stay vs
go” decisions
Understand
exit risk
groups
Create
initiatives and
build plan
Identify
organisation
danger points
Talk to people!

26. Identify a key exit point or stay vs go
decision factor or at risk group in
your organisation.
What could an initiative be to better
retain these people?
Your turn

27. Robust retention plan
Understand
Talent exit
points
Understand
Talent “stay vs
go” decisions
Understand
exit risk
groups
Create
initiatives and
build plan
Identify
organisation
danger points
Talk to people!

28. Talk to people!
• Credit Suisse case study – cold calling the “at risk” saved
$100 million in one year
• Aim for pre-emptive intervention – 50% of employees given a
counter offer leave within 12 months
• Use employee surveys, check-ins and exit interviews to
identify key exit points, decision making factors and at risk
groups for your organisation
• Ask people to suggest initiatives and how your initiatives are
working

29. Robust retention plan
Understand
Talent exit
points
Understand
Talent “stay vs
go” decisions
Understand
exit risk
groups
Create
initiatives and
build plan
Identify
organisation
danger points
Talk to people!

30. A robust retention plan
Attrition Point Factor Initiative
Exit Point 1 Graduates at 2 years Springboard Programme
Exit Point 2 Non-managers at 4 years Manager To Be Programme
Decision Factor 1 New challenge Talent Projects
Decision Factor 2 Location/commute Choose Your Work Pattern
Group 1 Millennials Alumni Group, Keep In Touch
Group 2 New parent Parent Buddies, Coaching

31. Creating a transformational
learning strategy

32. Transformational learning strategy
Map key
elements and
levels
Aim 1-2 steps
beyond the
basic
Create
innovative, low
cost learning
Build strategy

33. Transformational learning strategy
Map key
elements and
levels
Aim 1-2 steps
beyond the
basic
Create
innovative, low
cost learning
Build strategy

34. Key elements and levels
Knowledge Skills Behaviours
Exec / Board / SMT
Leader
Manager
Established Team Member
Entry Level

35. Transformational learning strategy
Map key
elements and
levels
Aim 1-2 steps
beyond the
basic
Create
innovative, low
cost learning
Build strategy

36. Transformational learning strategy
Brilliant
Basics
Compelling
Difference
Game
Changing

37. Transformational learning strategy
Map key
elements and
levels
Aim 1-2 steps
beyond the
basic
Create
innovative, low
cost learning
Build strategy

38. Innovative, low cost learning - initiatives
Knowledge
Internal
Experts
Knowledge sessions delivered by top Talent internal
experts
Benefits: increases knowledge in organisation
relevent way, role model, spread the best
Where to spend the money: “Train The Trainer”
learning

39. Innovative, low cost learning - initiatives
Skills
ALS
Working
Groups
Virtual teams tackle an organisation project
Benefits: learning on-the-job, new working
relationships, delivery of a key project
Where to spend the money: project management
and relationship building learning

40. Innovative, low cost learning - initiatives
Behaviours
Mentoring
Exchange
Mentoring programme with partner organisation
Benefits: objective expertise, support, guidance
Where to spend the money: mentoring learning

41. Innovative, low cost learning - initiatives
Continuous improvement
Self-
coaching
Challenging people to continually self-coach
Benefits: ownership, empowerment, motivation
Where to spend the money: self-coaching learning

42. Identify a key learning need in your
organisation.
What could an innovative, low cost
learning initiative be to address this?
Your turn

43. Transformational learning strategy
Map key
elements and
levels
Aim 1-2 steps
beyond the
basic
Create
innovative, low
cost learning
Build strategy

44. A transformational learning strategy
Group Need Initiative Step
Team
Member
Knowledge:
funding
regulations
Internal Expert Workshop Brilliant basic
Manager Skill:
volunteer
coordination
ALS Working Group Brilliant basic
Leader Behaviour:
leadership
approach
Mentor Exchange Compelling difference
All Continuous
improvement
Self Coaching Changing the game

45. Key learnings
• Follow a process
• Be ambitious, despite challenges and tight budgets
• Be creative, because of challenges and tight budgets
• Make it bespoke for your organisation
• Invest your budget where it has the biggest impact
• Get the right partner/s on board

46. Lara Roche
The Talent Sphere
07852 962 099
lara@thetalentsphere.co.uk