1. Read 3 Case Studies

Performance Discussion: Julie McAbee

Exit Interview: Susan Crowley

Exit Interview: Albert Tidwell

1. Identify the issues for each case
2. Identify the retention and engagement strategies that should have been implemented

1. Performance Discussion: Julia McAbee

Tenure: 5 years

Julia, age 27, has been a consistent and strong performer since she started working for your company. She has told you about perusing her college program degree. She has stated that she wants to improve certain skills specific to her career development. Even though you never officially assigned her to a project which required some of the skills she is seeking, you did recommend that she spend her development time on increasing those skills.

You had a feeling that Julia was getting frustrated with the lack of actual on the job experience that would help her develop. Knowing that you could not lose Julia, you sat her down to get her input on her work environment. First, you asked Julia about her pay. She told you that looking at the market she didn't think that her position was quite in line with similar positions in the industry. She also told you that when she received a "spot performance award," last year it was a silent award, meaning she was surprised that nobody else knew about it.

She thought that letting others in the department know about her achievements would have been an incentive for her and them. The last thing she mentioned had to do with overtime. She did not feel that the policy was consistent and felt that it was much more of a motivator to get comp-time rather than the overtime rate because once Uncle Sam takes out taxes, overtime dwindles to nothing.

Two weeks later Julia tells you that she will be leaving the Company. You ask her what she will be doing and she tells you that she will be working as a contractor. You know that you really need Julia so you make a counteroffer that you are confident that she will be pleased with.

Unfortunately, she does not accept and will be leaving your company in two weeks.

2. Exit Interview: Susan Crowley

Tenure: 16 years

Susan, age 45, was a "high potential" female manager who left the company and took two valuable employees with her. During the exit interview she revealed that one of the reasons she was leaving was because she felt she was not going to make any progress in the company.

When asked about this, she elaborated by saying that she had not received any kind of positive feedback or recognition. Thus, she did not feel her manager appreciated her efforts or found value in them. It was apparent to you that she had no idea that she was considered a "key candidate for a middle management position.

When you asked her what she was told in her last performance feedback session, she indicated she had never had one and reiterated that her manager had never discussed her performance with her informally. Not only was Susan a very talented female who left the company, but two other high performing employees followed her to the new company.

3. Exit Interview: Albert Tidwell

Tenure: 7 years

Albert, age 29, is a young employee who received educational assistance from your company while pursuing and completing his Masters' degrees. He thinks the positive aspects of his job are the experience and exposure to the higher level of strategic planning that he receives. The most frustrating aspect of his job is what he terms 'going head to head' with his manager, who he perceives as taking the credit for much of his work. Albert believes exposure to upper management is key to promotion. In his view, rather than allowing him this exposure, department management "steals" the limelight'.

Albert thinks that his supervisor is effective in meeting goals but does not provide his work group with deserved praise/recognition, raises, promotions, or opportunities for career development.

He has informed you that he has chosen to leave the company. He was not actively looking for a job but an acquaintance recommended him for a promising opportunity with a major competitor. His new position is in management and his rate of pay is 18% greater than his current pay with your company. He thinks that your company has a problem with allowing employees to skip levels or move to other departments within company. The system is too bureaucratic.

Instructions: What are the reasons these people left? What should the organization have done to promote engagement?