ATTARACTING AND RETAINING QUALITY EMPLOYEES


With an economic climate that has its ups and downs, business owners are always looking for ways to attract and retain quality employees. Even in a tough environment, there are always jobs for the best people. High-performing employees in most cases aren’t searching for the highest salary; they are searching for a work environment that supports the following principles:

The Golden Rule

Treat your employees like you would want to be treated in their position. Be honest with them and provide an environment that makes them look forward to work. Also, don’t forget to say “thank you.” ,Well Done” “ Good job” etc .Saying thank you goes a long way with employees – and it doesn’t even cost a thing!

Achievable Expectations

Communicate achievable performance expectations with realistic rewards that are reachable by any employee. Create a challenging work environment that gives them the opportunity to grow and glean more from their employment on their own drive.

Reward System

A reward system that makes sense for employees will yield the best results. Rewards such as a paid holiday, tickets to event with family, or recognition of that employee in front of customers and peers. Being creative and consistent with the ways we recognize and reward employees will lead to loyalty and hard work from the staff.

 
3 Major reasons Top of FormWhy staff resign or move to other companies:


·        Sometimes it’s the attraction of a new job with a better salary.

·         On other occasions, individuals are pressured into seeking alternative employment as a result of frustration or dissatisfaction in their current job.

·        Search for change. Just to have a change of environment

If we understand the causes of high employee turnover we can save the company time, money and good staff.

 

10 TIPS TO RETAIN TOP EMPLOYEES:


1.    Choose the right person for the job, the first time:
Be realistic about the role and the skills or experience required. Unrealistic expectations will just lead to disappointment and high staff turnover. Nobody is perfect, so mistakes can be made at the interview stage. Probation periods can help identify whether the person is the right fit for the job if there was a wrong decision at interview stage.
2.    Learn what motivates your staff:
Motivation has a direct link to productivity and job satisfaction. Each member of your team is motivated and demotivated by different things. It is extremely important to learn what these factors are; team building, regular reviews and simply chatting to staff can help identify specifically what they are. If you know what motivates your staff it will be easier to keep them satisfied.
3.    Challenge them! Variety is the spice of life after all:
Routine work has its place, but a highly varied role can encourage job fulfillment. Employees need room to be creative, so give them the opportunity to learn new skills and engage in a variety of tasks. They will maintain interest and feel intellectually stimulated.
4.    Create a healthy working environment:
There are several key elements that employers must consider to support the development of a workplace that attracts, retains and nourishes good staff. Create an atmosphere where management trusts and holds high expectations of its team members; and they will respond. Additionally, it is important to address appearance, location and equipment; as well as ensuring that employees communicate effectively through a secure company network.
5.    Offer a clear path for progression
Progression does not necessarily mean promotion. More often, it means personal and professional growth. Take the time to explore your employees’ different needs and aspirations. There are many ways to facilitate progression; an organized and structured career development programme should be put in place to ensure that good employees are developing the right knowledge and skills to set them up for more senior roles.
6.    Support Personal Development:
Offering employees the chance to develop themselves and keep learning is a great way of helping to keep them motivated. The Families and Work Institute found that when workers are given more responsibility and are supported at work, they are more effective workers. Employees are more satisfied with their jobs, more committed to their employers, potentially more productive, and more likely to be retained. They also exhibit better mental health, which bodes well for higher productivity and lower health care costs.
7.    Make your staff feel respected, rewarded, recognized and valued:
Sometimes is it easy for a busy management team to forget the basics when it comes to treating their staff. Employees want to be recognized and appreciated for their efforts on a regular basis. Performance should be acknowledged and/or criticized in a constructive manner, and where staff can offer honest feedback. The more recognition, the more enthused they will be, the more motivated they will be and the more effective they will consequently be at doing their jobs.
8.    Offer competitive and attractive benefits linked to good performance:
Salary compensation still reigns supreme as the benefit of choice for most employees.  Money is (and probably always will be) the number one way to attract, recruit and retain qualified job seekers. However, that doesn’t mean reward programmes should go by the wayside. A comprehensive total rewards package is essential.
9.    The right management/senior team who understand their staff:
The quality of the supervision an employee receives is critical to employee retention. People leave due to actions of Management staff more often than they leave because of money. It is not enough that the supervisor is popular or a pleasant person, the supervisor has a vital role to play in retention, starting with clear expectations of the employee. Anything the supervisor does to make an employee feel undervalued can have an effect on retention levels.
10.    Understand the reasons why staff decide to leave your company:
The best way to determine the reasons why employees decide to move on is through exit interviews. Staff may be reluctant to tell you about their issues while they are still employed, but they are more likely to open up once they have formally resigned. It is also important to consider who isn’t leaving, which roles they are in and what the reasons are that these employees choose to stay with the company.



Some Questions to Ask:

The following questions and objective answers to them will help us to know how we are fairing as a company. To effectively answer these questions requires feedback from

Employees as well as without their input, all answers may be merely conjectured.

 

1. How do our people feel about being here?

2. Are we the kind of organization that inspires pride?

3. Are the products and/or services that we bring to the marketplace and the operational decisions

we make worthy of pride?

4. Do we have a compelling mission and vision, and do we “walk our talk”?

5. Do we communicate our mission and vision to employees, and do we communicate how they

Contribute to it?

6. Do we work with employees to design their jobs so they are as meaningful and intrinsically

satisfying as possible?

7. Do our employees feel appreciated?

8. Do we believe that training is important, and are we acting accordingly?

9. Do we provide opportunities for employees to grow by taking on more responsibility and

developing new skills on the job, and could we provide more?

10. Do employees feel respected?

11. Are we open to feedback about how we manage, or do we assume that what we’re doing is right, and its employees’ job to adapt to us?

12. If I worked for me, how would I feel about being here?

13. Do we try to get the most work out of each employee, regardless of the toll it takes on them and on the quality of their work?

14. Do we show respect for employees’ life outside of work?

15. Can employees discuss openly with management their work/life balance needs?

16. Do we have a workplace environment where people generally have fun and enjoy each other’s company and still deliver on their targets?

17. Can people be open and honest about how they feel and what they think about the company?

18. Do staff look forward to going to the office each new day or worry about going to meet that horrible boss again?





Conclusion:

Organizations that attract and retain great employees (Talent Magnets) satisfy the key organizational needs that influence performance and loyalty.
It is good for everyone in Supervisory or Managerial roles to begin to ask himself/herself questions on what his/her subordinates feel about his/her Management style. Is your Management style helping to retain quality staff or aiding the continuous employee turnover? The answer is simply yours.

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