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Factors Impacting Attraction and Retention of Employees
Eve Sprunt, PhD
Consultant
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Motivation for Surveys
Impact of Nancy Hopkin’s 1994 survey of the lab space allocated to female faculty at MIT relative to their male colleagues
Shift emphasis from individuals to demographic groups
Reveal bias and demographic trends
Management is data-driven
Key drivers for management are attrition and retention
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Photo of the tape measure now in the MIT Museum that Prof. Nancy Hopkins used to demonstrate bias against female faculty
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Surveys
Society of Petroleum Engineers Surveys
2013 social media survey on factors impacting attraction and retention with 1737 responses, SPE Paper #168112
December 2011 of SPE members under age 45 with 1392 responses, SPE Paper #151971
May 2011 of entire SPE membership with 5570 responses, SPE Paper #160928
Society of Exploration Geophysicists (2013)
Almost 1600 responses, The Leading Edge (April 2014 and July 2014)
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Professional Society Surveys
Exit interviews are notoriously inaccurate
Professional societies can ask questions that employers may fear are too invasive
But people are more reluctant to divulge personal information in surveys distributed through social media than those coming by email from a professional society
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Factors Impacting Employees
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Pain-gain balance
Opportunities to gain
Pain – hostile work environment
Factors to reduce the pain (e.g. better work-life integration)
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Work-Life Balance
People are motivated by opportunity.
Satisfaction with work-life balance depends on opportunity
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Critical Motivator
Opportunity or Insufficient Opportunity are the biggest drivers for people to join or leave an employer.
For older people, Opportunity is still the most important factor, but not by as big a margin over other factors.
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Top Reasons for Staying
For Both Men and Women Under Age 40
Same Top 4 Reasons
Opportunity, challenge, career potential
Develop new competencies & grow into a position with new responsibilities
Respect
Good Pay
But top 4 account for only about 25% of “most important” reasons
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Why People Leave
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Why People Leave
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Agreement between men and women on top five reasons
Insufficient opportunity
Develop new competencies
Leadership/direction of company
Better fit to core competencies
For better pay
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Gender Differences in Reasons for Leaving
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Under age of 40
Men rank as more important
Lack of recognition
Self-employment
Severance pay
Women rank as more important
Conflict with boss
Inflexible work schedule
Follow relocated partner
Conflict with co-workers
Are conflicts with supervisors and co-workers more common and/or more severe for women?
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Different Ways of Making Comparisons
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We compared different groups in both by how they ranked the factors and by the difference in the percentage labeling a factor “most important.”
“Conflict with boss” was a big percentage difference, but a small ranking difference
“Follow relocated partner” was significantly different both ways
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Gender Differences in Reasons for Leaving
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Women are more likely to leave because of conflict with their boss and to follow their partner
Women more likely to follow relocated partner
Men are more likely to leave to be self employed
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Workforce of the Future
Dual career couples dominate
People were surveyed as individuals, not as couples
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Partners
Meet mate at school or at work
Often same discipline
Female petroleum engineers more likely to have a petroleum engineer as their partner than their male peers
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Couples of “Equal Earners”
Relative earnings important in decision making
Women more likely to be in couple of “equal earners”
Younger men more to be in an “equal earner” couple
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From 2013 Survey of the Society of Exploration Geophysicists with nearly 1600 responses
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Form of Invisible Diversity
How much each person contributes to household income impacts:
Balance of power in relationship
Family priorities
Protect both incomes
Household duties
Childcare
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Gap in Understanding
Single breadwinner may have difficulty understanding the lifestyle and priorities of dual career couples
Men under age 40:
Dual career men more likely to leave because of working too many hours or conflict with their boss
Other men more likely to leave for better pay and benefits
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Willingness to Relocate
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SEG Survey:
Relative appeal of 18 conditions
Big differences are potential sources of conflict
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Equally Important Careers
SPE and SEG surveys - about 80% of equal earner men and women consider both careers to be equally important.
Managers don’t want to “waste resources” on people who they do not consider fast track material
Some managers - essential to have the employee decide which career is more important
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Whose career comes first?
Women more likely to be asked than men
Women with children 2x as likely to be asked as men with children
Women with children working for the same employer as their partner 2X as likely to be asked as equivalent man
Men and women with children 2X as likely to be asked if they work for same employer
If not asking, what is the supervisor assuming?
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Working for Same Employer
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Advantages
Coordinate relocation
Ease in picking home location
Easier childcare
Coordinate travel
Coordinate daily schedule
Disadvantages
Employer requires that one career leads and the other follows
Benefits reduced
Employer coordinates careers as a couple
Job security
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Why People Left Petroleum Industry
Top 3 reasons for women:
For more interesting work
Insufficient opportunity
To live in a location I like better
To “take care of my child/children was in 7th place behind several “opportunities”
Top 3 reasons for men:
To live in a location I like better
Retirement
Terminated and couldn’t get another job
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Glass Ceiling & Work-Life Balance
Many women don’t start becoming frustrated with their rate of advancement at work until they are in their 30’s.
If a mother thinks that her opportunities are limited, she may decide that the rewards of working are not sufficiently attractive.
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Gender Differences in Reasons for Staying
Under age 40
Women consider the following factors to be much more important than their male peers
Flexible work schedule
Good relationship with co-workers
Trust in organization and management
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Incentives to Return to Workforce
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A chance to make a difference
Part-time work
Telecommuting
Of 20 possible incentives, 3 were most enticing for people of all ages who had left the workforce
Retirees
Mothers
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Insufficient Opportunity
Exclusion from the “fast track”
Lack of a sponsor
Conflict with supervisor
Conflict with co-workers
Communication issues
Unwillingness to relocate
Perceptions of insufficient dedication to career
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Perception of Opportunity
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Conclusions
Pain-gain balance
Sense of opportunity is critical
Hostile work environment major factor for those impacted
Workforce of the future will be primarily composed of dual career couples for whom relocation and child-rearing are big challenges
Work flexibility can alleviate the pain side of the balance to improve employee satisfaction
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Questions
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