This article explains how the retention model for front line employees in the service industry was developed.
- This model is designed for employees w/little work autonomy and/or participation in decision making process
- The model includes two basic frameworks - 1.) the "Attitude Framework"; and 2.) the "Belief Building Framework"
- Retention research and best practices coalesce in 4 directions - 1.) Company; 2.) Boss; 3.) Co-workers; 4.) Self
- Attitudes (favorable or unfavorable) about each area influence retention
- Firmly held beliefs (convictions) lead to attitudes
COACHING POINT - current literature on retention strategies (empowerment, autonomy & participation in work design/decision making) is not applicable for front line employees in service industries performing redundant tasks.
- Meta analysis into available literature (Exhibit A)
- Findings coalesced in (4) directions (Exhibit B)
- Attitude Framework hypothesis formed and tested (Exhibit C)
- Belief Building Framework hypothesis formed and tested (Exhibit D)
EXHIBIT A - WHAT THE RESEARCH SAYS (REPRESENTATIVE SAMPLE)
- Retention is a process (1)
- Retention is the result of multiple factors - not just one (2)
- Employees leave bosses (3)
- Employees view of the company through their boss (4)
- Participative leadership styles work best (5)
- Mgmt. support is even more important than organizational support (6)
- Social support is key to retention (7)
- If employees feel they belong they will stay (8)
- Relationships with peers and co-workers drive retention (9)
- On-the-job (OJT) training improves retention (10)
COACHING POINT - an "attitude" can be a positive or negative evaluation of people, objects, events, activities and ideas.
EXHIBIT B - HOW RETENTION FACTORS COALESCE (FOR ILLUSTRATIVE PURPOSES ONLY)
|mgmt. support||empathy||peer relations||growth|
|values||consistency||sense of belonging||life/work balance|
HOW THE FRAMEWORK WORKS
- Leaders work to develop favorable employee attitudes toward 4 attitude objects (Boss, Peers, Company & Self)
- These attitudes are inner-connected
- Beliefs (thoughts deemed to be true) are used by employees to develop these attitudes
- Leaders use the Belief Building Framework to influence these attitudes
THE BELIEF BUILDING FRAMEWORK
WHAT THE RESEARCH SAYS (11) (12)
- Beliefs are thoughts or convictions we consider to be true
- Beliefs influence attitudes and behavior
- Beliefs influence perception
- Beliefs evolve over time
HOW THE FRAMEWORK WORKS
- 3-phase approach - allows beliefs to develop over time
- Phase 1 - actions taken to ensure positive first impressions that trigger optimism
- Phase 2 - actions taken to turn optimistic beliefs into more firmly held convictions
- Phase 3 - actions taken to turn convictions into barriers to exit
COACHING POINT - barriers to exit (for front line service industry workers) include friends, security, familiarity, comfort, certainty, etc.
WHY THE MODEL WORKS
- Evidence based - no band aides or gimmicks
- Simple - focuses on employee beliefs and attitudes
- Aligns strategy w/execution - clear linkage of model to leadership behaviors
- Process driven - vs. event and outcome focus
- Measurable - specific, actionable milestones
- Adaptable - easily integrated w/other initiatives
2 MINUTE VIDEO
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