In this
ever-changing business climate, employee retention and longevity is not what it
used to be. The evidence would indicate that a large number of employees in
today’s workforce will change jobs every two years. In the first 10 years of
their career, many younger workers may have as many as 8 jobs. So, what can
businesses do to retain top talent? Engaging employees is key. A recent survey
of almost 90,000 workers in 19 countries, conducted by consulting firm Towers
Perrin, revealed that about 50% of engaged employees say they have no plans to
leave their company.
We
recognize that most professionals will consider changing companies for
additional work experience. I believe there are certain steps businesses can
take to keep employees engaged and evoke loyalty in order to cultivate strong
talent.
The
pursuit of professional bliss is a lifelong journey. Businesses in today’s
market must provide their staff with opportunities to grow in their current positions,
as well as experience various fields of work. Additionally, engaging the
‘hearts and minds’ of employees through sincere appreciation, rewarding
accomplishments and encouraging ideas, enables them to feel engaged in their
company’s initiatives. This connection to the company provides employees with a
sense of commitment making it less likely that they will leave.
Here are
some suggestions when considering programs focused on engaging employees and
developing high potential talent:
Support
employees in building strong skill sets
Top
talent is often hired to support a project or strategic initiative. At the
point employees believe the project is losing visibility or their learning
curve is slowing, they begin to consider leaving the project, the department or
the organization. By supporting employees in building both technical abilities
and transferable skills (communication, confidence, leadership, and people
skills) an organization can demonstrate their interest in the professional
development of their employees. A more holistic approach to employee
development is a key first step in employee engagement.
Prepare
employees for, and support them during, times of transition
Individuals
face transition in both their personal and professional life. Starting a new
job, taking on a new role, moving to a new location are all times when the
transition can overwhelm an employee. By helping employees prepare for job and
role transitions, supporting them during the transition, and then recognizing
their successes in the new situation, organizations can create a connection
with employees that strengthens their engagement with the team and their
willingness to help others during their times of transition.
Foster
a sense of ownership within employees
The old encouragement
to "act like you own it" is good advice. The challenge is making the
adage practical. It is difficult to build a sense of ownership when the plans,
activities, and details are dictated to you. Managers need to find ways to
actively engage employees in contributing ideas to plans, activities, and
outcomes. The more employees share in the rewards of success and are supported
in turning failures into learning and growth opportunities, the more they can
build a sense of ownership for their projects and become fully engaged in
providing successful outcomes consistently.
Help
employees see the link between current efforts and future opportunities
When
employees view their efforts as a disconnected series of activities it is easy
to begin looking for other opportunities where their work can be more
meaningful. If employees are engaged in seemingly insignificant tasks then
their manager must either consider if those tasks are still critical to the
process or they must clearly explain to the employee how their work supports
positive results of a more strategic nature. Providing employees with a clear
line of sight between their work and the larger initiatives of the organization
is a solid method of engaging employees and retaining top talent.
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