Retaining Employees – Practical Solutions

February 5, 2022by Jennifer Murray

In the last article, we focused on hiring talent. Are you watching the back door as much as you focus on ushering new talent through the front door? For decades we have heard that when employees leave their jobs, it is often caused by a lousy manager. While the employee-manager relationship and strong leadership are still important, in recent studies, flexibility was more highly ranked.

 

In 2020, many employees shifted to new work environments. Moving from the office to the home was full of challenges. Remote employees had additional distractions, an absence of privacy, lack of space, insufficient tools and resources. I hosted web meetings and saw bedrooms and dining rooms converted to workspaces. There were babies, school-age children and pets that entered the work zone and the frame of the camera. We had clients that were not prepared to authorize documents in pdf formats or print, sign, and scan documents. While some individuals adapted and embraced the remote work environment, others longed to return to the traditional office space.

 

Remote work created new opportunities for employees that enjoyed their jobs and organizations, but wanted to work in a different city, state, or country. One of our young consultant friends, travelled across the country, worked from Airbnb’s and explored new cities each weekend.

 

Although the flexible work environment enabled happy employees to work wherever they wanted to live, this flexible work environment also increased competition for talent in positions that were not tied to a specific physical space. Employers could access talent from a much larger pool.

 

How can the business leaders identify the folks on their team that may be flight risks in this new world? Start with open communication. Does your handbook indicate that you have an open-door policy? Do you offer skip level meetings? How often do managers meet with employees one on one? Have you implemented an employee review cycle? Some managers dread the burden of completing employee appraisals. However, they offer a two-way dialogue and an opportunity to capture employee feedback, themes across teams, and the entire organization. Would stay interviews provide meaningful input? In a recent discussion, one of my associates suggested that stay interviews should be conducted weekly! Could you Incorporate feedback in meeting agendas going forward?

 

All of these touch points will deliver insights and data that the leadership team can consider, act on, and report back to the organization. Conducting surveys will be more fruitful if employees see changes that they influenced or learn why some recommended changes cannot be implemented across the organization. Team members appreciate when their voices are being heard and their ideas are providing value.

 

Do you utilize Total Compensation or Total Reward Statements? Employees know how much they earn each year. Most employees do not quantify the full value of their benefits and company-paid perks. On many occasions, we were told that employees were enticed by a competitive offer for more money. Shortly thereafter, they discovered that their payroll deductions for medical insurance were much higher in the new organization and they asked to return to their former positions. What about PPE, company vehicles, electronic communication devices, paid time off, training courses and certifications?

 

You may have had some employees leave and return when they discover “the grass isn’t greener on the other side!” If you utilize a Total Compensation Statement, the value you place on your employees is clearly communicated before the employee considers another offer. The annual value of an employer’s contribution to benefits is often eye-opening to team members!  Some of our clients use a snapshot during the interview process to initiate the value proposition early in the onboarding process.

 

Exit interviews present an opportunity to capture turnover trends. If you implement some of the previously mentioned communication strategies, the exit interview should not be the first time you are capturing employee input.

 

Some leaders recognize the value of these strategies and don’t have the resources to move forward. We can help you implement a strategy that delivers the data and the employee retention tools.

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Headquarters
230 Hampton Woods Lane, Suite 101 Raleigh, NC 27607
Satellite Office
2929 Breezewood Ave. Suite 101, Fayetteville, NC. 28303
Where to find us
https://onboardwithus.com/wp-content/uploads/2021/07/img-footer-map1.jpg