Once you have hired the talent your company needs, of course you’ll want to do what you can to hold on to them. hireVision can help you with all the HR functions critical to retaining your valuable talent. Our employee retention programs include invaluable post-hire interviews and employee surveys, as well as our SOX-compliant employee hotline service, called MyLink.
Stay Interviews – Why limit your employee feedback to the annual survey or even worse, not asking for feedback until the exit interview? Why not focus on retention at the start? With our post-hire employee retention interview process, you’ll gain valuable insight on your new talent investment as well as boost your company’s image from within. Our interviewing experts contact your associates at periodic intervals at the onset of employment. Our job is to report to you employee satisfaction right from the start and also alert you of any workplace issues so that you can take action before these issues transpire into true problems.
Employee Surveys – Electronic or live employee surveys conducted and analyzed by trained and experienced interviewing experts. Gauge employee satisfaction and identify trends by conducting non-threatening, third-party surveys. This information returns its value when utilized to act upon areas of the organization that are driving turnover or effecting employee morale. Many companies are using employee surveys as a proactive approach to avoiding unionization.
Exit Interviews – There is a true ROI by outsourcing Exit Interview services vs. handling in-house. As a third party, the outsourced interviewer can solicit information from a person-to-person perspective vs. employer- to-employee environment. hireVision interviewers are all HR experienced and/or degreed professionals and are trained in extracting critical information.
MyLink Report Line - Our employee hotline service is head and shoulders above the rest. From HR-related support to Sarbanes-Oxley compliance, to ethics, dishonest acts, theft or non-adherence to policies, hireVision’s HR team offers the unique expertise that cannot be found in a call center environment. Unlike a call center, our group consists of a staff of human resources interviewing experts. We use unique methods to uncover critical information. With MyLink as your 3rd party provider, you are demonstrating your organization’s overall commitment to accountability, ethics and integrity. Here are the details:
» Calls: Callers can choose to remain anonymous or not. Each call is handled by a highly-trained and skilled interviewer to assure an empathetic and compliant approach to dealing with each of your associates. We are NOT a call center.
» Issue reporting options: Callers have the option for a secure online reporting option, and we assign either a shared or independent toll-free number.
» State-of-the-art, web-based tracking: Our tracking software allows the associate and the employer to follow the issue through to completion—with regular updates viewable in real time.
» Customized on-line site: We customize your site with information such as policies, procedures, company messages—whatever you would like—while we also convey your company’s commitment to ethics and employee relations. For those who do not have a company intranet, this site can be utilized for such a purpose.
» Reporting: We offer customized reporting options to meet your needs.
» Communications: To keep your investment top-of-mind with your employees, we conduct initial orientations and offer collateral, as well as e-news updates on a periodic basis.
» Getting Started: Our unique process takes us through the steps of becoming an integrated partner to your organization.
An agency may approve a retention incentive for a group or category of employees when the agency determines-
Given the agency's mission requirements and employees' competencies, the agency has a special need for the employees' services that makes it essential to retain the employees in their current positions during a period of time before the closure or relocation of the employees' office, facility, activity, or organization; and
There is a high risk that a significant number of the employees in the group would be likely to leave for different positions in the Federal service in the absence of a retention incentive.*
Agencies may approve a retention incentive for individual employees who would be likely to leave for a different Federal position before a facility closure or relocation. See Retention Incentives (likely to leave for a different Federal position) fact sheet for additional information.
*See the Group Retention Incentives (likely to leave the Federal service) fact sheet if there is a high risk that a significant number of the employees in the group would be likely to leave the Federal service in the absence of an incentive.
Eligibility
A retention incentive may be paid to an employee who would be likely to leave for a different position in the Federal service when-
The employee is in a covered position (see "Covered Positions" below);
The employee's rating of record under an official performance appraisal or evaluation system is at least "Fully Successful" or equivalent; and
The agency has provided a general or specific written notice to the employee that his or her position may or would be affected by the closure or relocation of the employee's office, facility, activity, or organization (e.g., the employee's position may or would move to a new geographic location or the employee's position may or would be eliminated).
Covered Positions
Group-based retention incentives may be paid to eligible individuals who are in General Schedule (GS), law enforcement officer, or prevailing rate positions or other categories for which the payment of retention incentives has been approved by U.S. Office of Personnel Management (OPM) at the request of the head of an executive agency.
Excluded Positions
Retention incentives may not be paid to Presidential appointees or those in positions excepted from the competitive service by reason of their confidential, policy-determining, policy-making, or policy-advocating natures. In addition, an agency may not include in a group retention incentive authorization an employee in a senior-level (SL), scientific or professional (ST), Senior Executive Service (SES), Federal Bureau of Investigation and Drug Enforcement Administration (FBI/DEA) SES, or Executive Schedule (EX) position or in a similar category of positions for which the payment of a retention incentive has been approved by OPM.
Agency Plan
Before authorizing a retention incentive for a group or category of employees who would be likely to leave for a different Federal position before the closure or relocation of the employees' office, facility, activity, or organization, an agency must establish a retention incentive plan or include in its existing retention incentive plan the conditions and requirements governing the use of this authority. The plan must include the designation of officials with authority to review and approve the payment of these retention incentives. A separate plan is not needed for group retention incentives. (See 5 CFR 575.307(a) for additional requirements for retention incentive plans.)
Approval Criteria
For each retention incentive authorized for a group or category of employees who would be likely to leave for a different Federal position before the closure or relocation of the employees' office, facility, activity, or organization, an agency must document in writing-
The basis for determining the agency has a special need for the employees' services that makes it essential to retain the employees, based on the agency's mission needs and the employees' competencies, during a period of time before the closure or relocation of the employees' office, facility, activity, or organization;
The basis for determining, in the absence of a retention incentive, there is a high risk that a significant number of employees in the group would be likely to leave for a different position in the Federal service; and
The basis for determining the amount and timing of the incentive payments and the length of the service period.
An agency must address the factors listed in 5 CFR 575.315(d)(3) when making such written determinations.
Defining the Group
An agency must narrowly define the targeted group of employees to be paid a group retention incentive when the employees would be likely to leave for a different Federal position using factors that relate to the employees' competencies and the special need for the employees' services that makes it essential to retain the group and their likelihood to leave. Appropriate factors are described in 5 CFR 575.306(c)(2). However, such group retention incentives may cover no more than one occupational series.
Payment
An agency must establish a single retention incentive rate for each group of employees who would be likely to leave for a different position in the Federal service, expressed as a percentage of the employee's rate of basic pay, not to exceed 10 percent (or not to exceed 50 percent with OPM approval based on a critical agency need). Other provisions for computing and paying retention incentives for a group or category of employees under 5 CFR 575.309 generally apply to retention incentives authorized for groups likely to leave for a different Federal position. However, an agency may not pay a retention incentive in biweekly installments at the full retention incentive percentage rate.
When employees weigh the decision of whether or not to follow their jobs to a
new location, the policy and program that is put in place will be one of the
strongest determinants (not just the relocation policy, but the complete package
of assistance, including separation benefits, and in the case of a short-distance
move, commutation assistance).
In order to achieve its retention goals, we advise that the company not use its
standard relocation policy, which was developed for individual transfers, but
instead create a tailored policy and program which is specific to the group move.
In doing so the needs of the affected employee population are assessed, either
via a confidential employee survey (for large employee groups) or individual
confidential interviews (for smaller groups). This process elicits employee buy-in
to the policy being developed, and enables the company to make policy decisions
based on actual data (number of homeowners vs. renters, average value of
current homes, number of dual-career families, etc.). With policy provisions
geared toward the needs of the specific employee group, a higher success rate of
retention can be achieved.
Retention Optimiser (RO) has been specifically developed to help organisations reduce employee turnover (without necessarily resorting to increased pay and conditions) – to retain good people, keep them committed, engaged and productive.
At the core of the RO tool is COI’s highly regarded 19 Driver business improvement model providing clear understanding of key retention issues (an objective set of baseline measures) - and helping you formulate the best strategies to address these issues.
Using our data base of more that 3.5 million question and answer responses from employees around the world, covering more than 100 organisational issues, RO provides organisations with deep insights into key employee issues and preferred responses.
With this as a starting point RO then helps organisations move effectively to develop and implement retention improvement strategies:
Organisation wide
For particular teams or areas of high turnover or high organisational priority
For particular job categories where good people are particularly difficult to find and retain
Stay Interviews – Why limit your employee feedback to the annual survey or even worse, not asking for feedback until the exit interview? Why not focus on retention at the start? With our post-hire employee retention interview process, you’ll gain valuable insight on your new talent investment as well as boost your company’s image from within. Our interviewing experts contact your associates at periodic intervals at the onset of employment. Our job is to report to you employee satisfaction right from the start and also alert you of any workplace issues so that you can take action before these issues transpire into true problems.
Employee Surveys – Electronic or live employee surveys conducted and analyzed by trained and experienced interviewing experts. Gauge employee satisfaction and identify trends by conducting non-threatening, third-party surveys. This information returns its value when utilized to act upon areas of the organization that are driving turnover or effecting employee morale. Many companies are using employee surveys as a proactive approach to avoiding unionization.
Exit Interviews – There is a true ROI by outsourcing Exit Interview services vs. handling in-house. As a third party, the outsourced interviewer can solicit information from a person-to-person perspective vs. employer- to-employee environment. hireVision interviewers are all HR experienced and/or degreed professionals and are trained in extracting critical information.
MyLink Report Line - Our employee hotline service is head and shoulders above the rest. From HR-related support to Sarbanes-Oxley compliance, to ethics, dishonest acts, theft or non-adherence to policies, hireVision’s HR team offers the unique expertise that cannot be found in a call center environment. Unlike a call center, our group consists of a staff of human resources interviewing experts. We use unique methods to uncover critical information. With MyLink as your 3rd party provider, you are demonstrating your organization’s overall commitment to accountability, ethics and integrity. Here are the details:
» Calls: Callers can choose to remain anonymous or not. Each call is handled by a highly-trained and skilled interviewer to assure an empathetic and compliant approach to dealing with each of your associates. We are NOT a call center.
» Issue reporting options: Callers have the option for a secure online reporting option, and we assign either a shared or independent toll-free number.
» State-of-the-art, web-based tracking: Our tracking software allows the associate and the employer to follow the issue through to completion—with regular updates viewable in real time.
» Customized on-line site: We customize your site with information such as policies, procedures, company messages—whatever you would like—while we also convey your company’s commitment to ethics and employee relations. For those who do not have a company intranet, this site can be utilized for such a purpose.
» Reporting: We offer customized reporting options to meet your needs.
» Communications: To keep your investment top-of-mind with your employees, we conduct initial orientations and offer collateral, as well as e-news updates on a periodic basis.
» Getting Started: Our unique process takes us through the steps of becoming an integrated partner to your organization.
An agency may approve a retention incentive for a group or category of employees when the agency determines-
Given the agency's mission requirements and employees' competencies, the agency has a special need for the employees' services that makes it essential to retain the employees in their current positions during a period of time before the closure or relocation of the employees' office, facility, activity, or organization; and
There is a high risk that a significant number of the employees in the group would be likely to leave for different positions in the Federal service in the absence of a retention incentive.*
Agencies may approve a retention incentive for individual employees who would be likely to leave for a different Federal position before a facility closure or relocation. See Retention Incentives (likely to leave for a different Federal position) fact sheet for additional information.
*See the Group Retention Incentives (likely to leave the Federal service) fact sheet if there is a high risk that a significant number of the employees in the group would be likely to leave the Federal service in the absence of an incentive.
Eligibility
A retention incentive may be paid to an employee who would be likely to leave for a different position in the Federal service when-
The employee is in a covered position (see "Covered Positions" below);
The employee's rating of record under an official performance appraisal or evaluation system is at least "Fully Successful" or equivalent; and
The agency has provided a general or specific written notice to the employee that his or her position may or would be affected by the closure or relocation of the employee's office, facility, activity, or organization (e.g., the employee's position may or would move to a new geographic location or the employee's position may or would be eliminated).
Covered Positions
Group-based retention incentives may be paid to eligible individuals who are in General Schedule (GS), law enforcement officer, or prevailing rate positions or other categories for which the payment of retention incentives has been approved by U.S. Office of Personnel Management (OPM) at the request of the head of an executive agency.
Excluded Positions
Retention incentives may not be paid to Presidential appointees or those in positions excepted from the competitive service by reason of their confidential, policy-determining, policy-making, or policy-advocating natures. In addition, an agency may not include in a group retention incentive authorization an employee in a senior-level (SL), scientific or professional (ST), Senior Executive Service (SES), Federal Bureau of Investigation and Drug Enforcement Administration (FBI/DEA) SES, or Executive Schedule (EX) position or in a similar category of positions for which the payment of a retention incentive has been approved by OPM.
Agency Plan
Before authorizing a retention incentive for a group or category of employees who would be likely to leave for a different Federal position before the closure or relocation of the employees' office, facility, activity, or organization, an agency must establish a retention incentive plan or include in its existing retention incentive plan the conditions and requirements governing the use of this authority. The plan must include the designation of officials with authority to review and approve the payment of these retention incentives. A separate plan is not needed for group retention incentives. (See 5 CFR 575.307(a) for additional requirements for retention incentive plans.)
Approval Criteria
For each retention incentive authorized for a group or category of employees who would be likely to leave for a different Federal position before the closure or relocation of the employees' office, facility, activity, or organization, an agency must document in writing-
The basis for determining the agency has a special need for the employees' services that makes it essential to retain the employees, based on the agency's mission needs and the employees' competencies, during a period of time before the closure or relocation of the employees' office, facility, activity, or organization;
The basis for determining, in the absence of a retention incentive, there is a high risk that a significant number of employees in the group would be likely to leave for a different position in the Federal service; and
The basis for determining the amount and timing of the incentive payments and the length of the service period.
An agency must address the factors listed in 5 CFR 575.315(d)(3) when making such written determinations.
Defining the Group
An agency must narrowly define the targeted group of employees to be paid a group retention incentive when the employees would be likely to leave for a different Federal position using factors that relate to the employees' competencies and the special need for the employees' services that makes it essential to retain the group and their likelihood to leave. Appropriate factors are described in 5 CFR 575.306(c)(2). However, such group retention incentives may cover no more than one occupational series.
Payment
An agency must establish a single retention incentive rate for each group of employees who would be likely to leave for a different position in the Federal service, expressed as a percentage of the employee's rate of basic pay, not to exceed 10 percent (or not to exceed 50 percent with OPM approval based on a critical agency need). Other provisions for computing and paying retention incentives for a group or category of employees under 5 CFR 575.309 generally apply to retention incentives authorized for groups likely to leave for a different Federal position. However, an agency may not pay a retention incentive in biweekly installments at the full retention incentive percentage rate.
When employees weigh the decision of whether or not to follow their jobs to a
new location, the policy and program that is put in place will be one of the
strongest determinants (not just the relocation policy, but the complete package
of assistance, including separation benefits, and in the case of a short-distance
move, commutation assistance).
In order to achieve its retention goals, we advise that the company not use its
standard relocation policy, which was developed for individual transfers, but
instead create a tailored policy and program which is specific to the group move.
In doing so the needs of the affected employee population are assessed, either
via a confidential employee survey (for large employee groups) or individual
confidential interviews (for smaller groups). This process elicits employee buy-in
to the policy being developed, and enables the company to make policy decisions
based on actual data (number of homeowners vs. renters, average value of
current homes, number of dual-career families, etc.). With policy provisions
geared toward the needs of the specific employee group, a higher success rate of
retention can be achieved.
Retention Optimiser (RO) has been specifically developed to help organisations reduce employee turnover (without necessarily resorting to increased pay and conditions) – to retain good people, keep them committed, engaged and productive.
At the core of the RO tool is COI’s highly regarded 19 Driver business improvement model providing clear understanding of key retention issues (an objective set of baseline measures) - and helping you formulate the best strategies to address these issues.
Using our data base of more that 3.5 million question and answer responses from employees around the world, covering more than 100 organisational issues, RO provides organisations with deep insights into key employee issues and preferred responses.
With this as a starting point RO then helps organisations move effectively to develop and implement retention improvement strategies:
Organisation wide
For particular teams or areas of high turnover or high organisational priority
For particular job categories where good people are particularly difficult to find and retain