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Developing a Five-Step Strategy to Keep Your Employees

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To keep more hardworking employees, you should develop a plan that covers all the bases and can be implemented methodically. There are five primary considerations when developing a retention plan. This article is not designed to be a detailed guide to each phase but rather a summary of some of the considerations you should have at your disposal.

One, enticement

Consider trying to impress a potential date while you’re single. Most competent applicants will be interested in working for you if you make the company look appealing. The more people that apply, the more options you’ll have for selecting the best candidates. How gorgeous are you, exactly? It makes no difference if you believe you’re pretty or not. How do other people perceive you? How would you describe your company’s image as an employer? Due to a lack of investment, most businesses lack a recognizable brand. Even if your company is small, you may still build a reputation as an attractive workplace. The days of focusing solely on product promotion are long gone. You must now also sell yourself to prospective employees in the role of employer. Even if your company is the best place to work in the world, it won’t attract the best and brightest employees if they don’t know it exists. The first step in becoming famous is deciding what you want to be recognized for. Many businesses use novel approaches to increase their appeal to customers. Posting an ad in the classifieds section of a newspaper is not one of them.

Recruiting 2

The hiring process begins with the initial interview and ends with the employee signing a contract. It’s easy to narrow the scope of the hiring process to the candidates you choose to bring on board. Still, it encompasses everyone who applies to and participates in an interview with your company. The hiring process is like hosting a series of dinner guests, one after the other. There will be more people attending than seats at the table. One will be picked in due time. Where are the other five people who joined you at the table? What will they say about you when they leave your home? Your reputation as an employer will be heavily influenced by how you deal with unsuccessful applications. One company, so the story goes, gave out free movie tickets to everybody who came in for an interview. It’s a minor detail, yet it really stands out.

The first dates are similar to interviews. Both sides work hard to make a good impression on the other, and with so much at stake, candidates are hyperaware of any signs of incompetence or disorder. Make sure everything goes as smoothly and expertly as possible. When was the last time you examined your hiring procedure to determine how it may be streamlined, accelerated, and more alluring to potential candidates?

3. Before Takeoff

Making connections in the first 90 days is crucial. Numerous studies demonstrate that a new hire knows within the first week whether or not they will remain with the company long-term. Here’s your chance to get them on board. Companies typically do an excellent job of providing employees with job-related knowledge but poorly facilitate relationships. New hires require rapid development of emotional connections. You should ensure they understand how their work affects the firm, team, and manager. While some people quickly make these associations independently, most require assistance. My retention session details how to design an onboarding program to help integrate new staff members into the company permanently. The goal is to develop a systematic approach that facilitates early connection-making among new employees.

4. Duration of Stay

This is the average time someone spends working for your company. Your objective is to have workers stay on the job for longer. The goal is to have them work for your company until they retire. Here is where you should concentrate most of your retention efforts. Focusing on keeping current staff members is always more cost-effective than searching for new ones. Be responsible with your resources. This is where I put forth the most effort during practice. Inspiring leaders who can lead people and manage projects are necessary for creating an engaging workplace. It’s vital to foster an environment where employees feel valued and appreciated while being given opportunities to grow professionally and personally. Leaders that motivate their teams do so in several ways, including through their visions, communication, energy, example-setting, culture-building, and genuine concern for their employees. The bulk of your training efforts should go into providing your middle managers with the tools they need to foster productive workplace cultures.

Five, Leave

Everyone is going to quit your company. Also you. People leaving to retire would be ideal. However, how we say our final goodbyes will significantly impact the first topic we covered: reputation. Leaving a firm is never an easy choice for any employee to make. Employees face several concerns and worries when they decide to go to their company. You, the boss, may feel sad, joyful, angry, or all of the above. Emotional regulation is the key. Allow them to leave on a positive note if you hope to see them again. Let them go out on a positive note if you don’t want to see them again. Everyone who quits your company under sour circumstances is like free advertising for your competitors. They may seep into the well of potential employees from which you so sorely need to draw. Making a procedure that guarantees nearly everyone departs on a positive note does not require much effort.

You should also have a mechanism to stay in touch with former group members. Think of them as former students or relatives. If you send out regular email newsletters or do anything similar, you can maintain your company in their minds. This is fantastic, particularly if they are having a rough day at their new job and you write them a positive email that day.

Keeping in touch with former employees who parted ways amicably is like having free salespeople promoting your brand. When you have an open position and want to fill it quickly, you can contact your former students and ask for referrals. By offering financial incentives to current employees who bring in new ones, you may create a formidable force capable of maintaining a steady stream of qualified applicants.

You may expect a significant uptick in your retention rate if you’ve developed a plan that addresses all the points I’ve made above. Your organization’s morale, culture, productivity, and fun factor will drastically improve as more employees decide to stay with it for a more extended period. Start with something simple, like a plan for those leaving, then work up to the more complicated problems. Call me up if you’re stuck for inspiration.

James Robbins is an explorer and leadership trainer who works with businesses to create highly engaged, stable workforces. Managers may expect to be motivated and equipped by their keynotes and workshops to meet the challenges of modern leadership. Visit www.ontothesummit.com for further details.

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