People are leaving your organisation, or gearing up to, because;
- better opportunities are being offered to them,
- they are unhappy with the commute / business travel requirements,
- your business lacks purpose and cause,
- they don’t respect their boss!
People want to;
- be paid well,
- have a reasonable commute and business travel regime,
- work for a business and leaders they can be proud of,
- have a boss that is fair and supports them!
These are the proven top four. Now sit back, clear your mind and think of everything else that you personally covet, and if they don’t fit into the above you are thinking of the five and onwards that are extremely important but in general are not top of the leader board.
So if you can;
- pay commensurate to the effort someone gives you,
- consider and react to the challenges people have commuting and travelling for business,
- clearly articulate and communicate what you stand for as a business and aim to achieve,
- ensure everyone treats everyone else fairly and equitably…
…you will have a better than average retention rate!
Better still you will have some amazing;
- employer brand messaging,
- EVP components,
- ratings on Glassdoor and Indeed,
- positive brand virility across LinkedIn, Facebook, Twitter etc.
- brand advocates recommending brilliant people to work for you.
It doesn’t work the other way round, hence your retention strategy being more important than your attraction strategy!!!!!
You can spend all the money in the world on;
- strategic workforce planning,
- marketing your business and jobs,
- state of the art digital, recruitment and HR technology,
- the world’s leading attraction channels,
- an award winning social media presence,
- the slickest recruitment process,
- an outstanding onboarding experience…
…BUT if the actual employment experience doesn’t live up to your front end attraction experience and what you sell to candidates, you will get found out!
At best you can expect sub-optimal productivity from new hires until they leave.
At worst you can expect new hires to leave immediately, thus wasting all the time, effort and resource attracting them in the first place!
I’m concerned about the amount of people confirming retention issues to me when we have arguably one of the biggest changes in the labour market looming in the form of whatever Brexit brings us.
A diminishing labour pool due to reduced immigration, and growth, yes growth, after Brexit day, because let’s be honest the Government and Bank of England will jump in with fiscal stimulus if things start to go South; means increased competition for less available talent.
You must retain your most important asset, and develop your most important asset, which will in turn help you attract more of your most important asset, and put your business in a much better position than most in the run up to, and aftermath of, 29th March 2019!
The majority response I have had from my last post “Is your Resourcing / Talent Strategy Brexit proofed”? was from people suggesting employers will leave things too late (just like GDPR two said) so let’s please prove them wrong.
If you need any help with any of this, you know where I am, but remember time is running out and there is only one me! Thank goodness I hear some cry!
All the best.