Dear
Homegrown:
Forget the one-size-fits-all retention strategy. Instead, realize that
the ultimate goal is to retain one focused, motivated worker at a time. The best
retention efforts include a mix of personally tailored elements, in addition to
the usual programmed fare.
One of the cheapest, most effective and most underutilized practices is
re-recruitment. This refers to a regimen of planned measures aimed at
engaging the new employee from the beginning.
Some examples:
Once candidates accept a job, make sure they
receive selected pieces of intra-company communication, including employee
handbooks and benefits information but also information on what makes the brand
of your company unique.
Talk with new employees during their first day
on the job to make sure the relevance of the work is understood, including how
it fits within the organization. Toward the end of that first day, spend a few
minutes answering any questions they may have, and learn the name of anyone who
has been particularly helpful that day, so you can thank that person
appropriately.
After about two weeks, ask a manager at least
two levels higher on the organizational chart to spend a few minutes with each
new employee. This affirms the person’s decision to come to work for your
organization and provides support and encouragement.
After 45 days, review performance expectations
with new employees, asking for candid self-assessment. Be sure to coach as
necessary.
Other retention measures generally fall into one of four categories:
financial, personal support, family support and career support.
Financial
In addition to cash, consider non-cash financial retention measures. If your
company is publicly held, these could include the use of stock incentives
distributed as options, grants or appreciation rights. Other financial measures
might include targeted reimbursements for things such as automobiles, home-based
personal computers, education and recreation.
Personal Support
One of the most precious commodities is time--in particular, time off from work.
The use of periodic lump-sum vacation bonuses and sabbaticals has become a
retention mainstay for many organizations. Similarly, affording employees the
opportunity to telecommute is also a valuable time-saver.
Family Support
Increasingly, decisions about whether to change jobs hinge on factors having to
do with employees’ families. Accordingly, many organizations are revisiting
provisions for child care, elder care and health care.
Career Support
Decisions about staying in a job or leaving it frequently come down to whether
the organization, through its leaders, takes an acute personal interest in the
individual. This interest manifests itself through measures such as regular and
honest appraisal discussions, personal coaching, personalized development plans,
and support for personally initiated projects and interests.
SOURCE: Richard Hadden
and Bill Catlette, co-authors,
Contented Cows Give Better Milk, www.ContentedCows.com, December 31,
2003.
LEARN MORE:
Truths and
Myths of Work/Life Balance.
The information contained in this article is intended to provide useful
information on the topic covered, but should not be construed as legal advice or
a legal opinion. Also remember that state laws may differ from the federal law.
Dear Workforce: