attracting and retaining human capital

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Attracting and Retaining Human Capital

David Lofquist, HR Director for Russia, ExxonMobil

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Employee Engagement

Employee EngagementThe extent to which employees commit to their organization, how hard they work and how long they stay as a result of that commitment

Discretionary EffortAn employees willingness to go above and beyond the call of duty such as helping others with heavy workloads, volunteering for additional work, etc.

Intent to StayThe employees desire to stay with the organization, based on whether he or she intends to look for a new job, frequently thinks of quitting, or is actively looking for a job

Organizational Performance

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Attraction and Retention Drivers

• Compensation

• Work-Life Balance

• Ethics & Respect

• Supv / Mgr Quality

• People Management

• Stability

• Compensation• Future Career

Opportunities• Development

Opportunities• Stability• People Management• Supv / Mgr Quality• Work-Life Balance• Recognition• Work Environment

Top Global Drivers of Attraction

Top Global Drivers of Attrition

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Employee Values

Rewards Opportunities

People Work

Compensation Future Career Opportunities Development Opportunities Stability

Supv. / Mgr. QualityPeople Management

Recognition Work Environment Work-Life Balance

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People

• Enable employees to contribute to organizational success

• Provide clear goals and direction, instill ownership

• Provide routine informal feedback

• Enable team feedback to augment supervisory feedback

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Work • Provide relevant, customized and timely

recognition for teams and individuals

• Ensure mutual trust and respect, open communication

• Facilitate meaningful peers interaction to enhance productivity

• Promote work/life balance and ensure flexible workplace programs are available and supported

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Opportunities• Provide line managers with communication

guidelines to effectively communicate around organizational stability

• Demonstrate trustworthiness by delivering against career expectations

• Help employees reach personal development goals

• Work experiences contribute to professional growth and development (technical and leadership) in line with business needs

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Rewards

• Long-term, career orientation

• Rewards performance, experience, and responsibility

• Provide externally competitive Total Remuneration (TR) package

• Employees understand the remuneration philosophy and underlying principles

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• Restart Career paths to avoid attrition• Provide Development, not Just Promotions• Realize the Full Value of your Total

Remuneration program through improved Communication

• Enable Peer-Driven engagement and Productivity

• Develop an Internal Informal Feedback Process

Summary / Key Strategies