Having the right talent is the key ingredient of organizational success. If you invest in hiring – some say companies spend up to half of an employee’s annual salary for hiring, onboarding, and lost productivity – then invest a bit more to ensure that those you hire wish to stay.

Yesterday, dot 3076 shared some strategies for retaining new employees. Today, more thoughts on how to do that:

  1. Foster connections. Cultivating opportunities for new employees to engage with other employees helps develop those connections that will create a sense of mattering and belonging. Acquaint them with employees in other divisions or create cross-department teams to expand their relationships outside their immediate team.
  2. Encourage personal development. Gallup found that employees want their manager to function as a coach more than a boss, encouraging their strengths and helping the employee develop as a person. From the start, provide regular feedback and give attention to growth, self-understanding and professional development.
  3. Infuse some levity. Work can be challenging for everyone, especially new hires. Find ways for a little informal interaction that brings spontaneity and laughter into the office setting. Don’t allow the workplace to become monotonous or routine.
  4. Invest in professional development for their supervisor. If you’re looking to retain your employees, especially your new hires, look to their supervisor’s behavior as much as the employees themselves. A Gallup study found that 70% of employee engagement can be attributed to the manager – their most profound and distinct finding ever.

And if someone relatively new to the organization does choose to leave, do everything in your power to learn from them before they walk out the door. How were their expectations not met? What should change in the interviewing and onboarding process? What would have made a difference that would have caused them to stay?

If you’re the hiring manager, you may breathe a sigh of relief when your new hire arrives but in reality, your work is only beginning. Having a plan for retention is an essential ingredient to healthy talent management.

A version of dots 3076 and 3077 first appeared as an article by the author in Business Central, the publication of the St. Cloud, MN Area Chamber of Commerce, November/December 2020.

 

About the Author leadership dots by dr. beth triplett

I'm the chief connector at leadership dots where I serve as "the string" for individuals and organizations. Like stringing pearls together to make a necklace, "being the string" is an intentional way of thinking and behaving – making linkages between things that otherwise appear random or unconnected – whether that be supervising a staff, completing a dissertation or advancing a project in the workplace. I share daily leadership dots on my blog to provide examples of “the string” in action. I use the string philosophy through coaching, consulting and teaching to help others build capacity in themselves and their organizations. I craft analogies and metaphors that help people comprehend complex topics and understand their role in the system. My favorite work involves helping those new to supervision or newly promoted supervisors build confidence and learn the skills necessary to effectively lead their team.

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