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Five Major Reasons Employees Choose to Stay

Posted By APSO, 21 July 2015

 Five Major Reasons Employees Choose to Stay http://images.net-temps.com/ima/site/clear.gif

 

1 out 3 employees are seriously thinking about leaving their job.

I recently consulted to an international management consulting firm. The partners hire only the best and brightest. They pay their employees well and offer challenging work assignments.

However, they work their employees very hard, monitor their time closely, and demand that they excel at everything they do. The firm is known for its unwritten rule of "up or out." If you aren't a superior candidate for promotion, you're asked to leave. Needless to say, it is an extremely high pressure environment.

The problem is that many of their "keepers," (i.e., those they want to stay with the organisation) are voluntarily deciding to leave. The long hours and near impossibility of living a normal life outside of work are just too much of a sacrifice.

THE PROBLEM

This is a problem for many organisations. Turnover, especially of good young employees, is extremely expensive. It often takes a year or two for new employees to learn the ropes. Losing a valuable employee represents a wasted investment of time and energy.

WHAT TO DO

There are many ways to keep good employees.

We recently conducted a statistical analysis of the Discovery Surveys' normative database to identify the issues that correlate most highly with the intentions of employees to stay with their organization. In analysing the responses from more than 50,000 employees from all types of organisations, the following five factors emerged as the best predictors of whether people will stay with their organizations.

  • Enjoyment of the Actual Work

Those employees who enjoy their work activities and feel a sense of personal accomplishment are most likely to stay.

  • Communication With Supervisors

Employees want to feel respected and encouraged by their supervisors. Those most likely to stay receive ongoing performance feedback from their supervisors throughout the year, not just annually. Those most likely to stay also believe that their supervisors encourage them to make suggestions.

  • Provide High Quality Products and Services to Customers

Employees want to be part of a culture in which people really care about doing good work. They are more likely to stay if they believe their organisation is operating efficiently, is committed to providing high quality products and services, and makes it easy for their customers to do business with them.

  • Pride in the Work of the Organisation

Employees want to feel they are contributing to a cause that is important. Those who are proud of their organisation and believe their work contributes to the organisation's objectives are more likely to stay.

  • Optimism About the Future

Those who intend to stay with their organisations believe that management is doing a good job of planning for the future. They also believe that they personally have a good future with the organisation.

CONCLUSION

You don't have to run your company like a country club in order to keep good employees. You do, however, need to provide them with five things: a sense of personal accomplishment, good one-on-one communication from supervisors, a commitment to quality, a sense of pride, and confidence in the future.

About the Author: Bruce Katcher, PhD is President of Discovery Surveys, Inc. His firm conducts customized employee opinion and customer satisfaction surveys.

Tags:  APSO  communication  culture  employee retention  Employees  enjoyment of work  feedback  satisfaction 

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The Link between Transparent Recruitment of processes and Employee Retention

Posted By APSO, 29 July 2014
Updated: 19 May 2014

The link between transparent recruitment processes and employee retention

Author: Natalie Singer




According to the latest (2012) survey results from The Candidate Experience Awards, a research organisation dedicated to improving the candidate experience, more than half of candidates are likely to tell their inner circle of friends about their experiences finding, researching, and interviewing for a job whether it is positive of negative. And of course, when one considers the size of online networks and the viral nature of this type of sharing, the implications for employers and recruiters is huge.

“What happens during the recruiting process determines how an employee views the company, the job and their role in the organisation and sets the tone of the entire employment relationship.”

Getting recruitment right can have far-reaching impact on employee engagement, productivity and retention. And whether organisations embrace it or not, workplace transparency exists. It is for this reason that establishing open and transparent communication during the recruitment phase is critical and ensures that the organisation (1) acquires the right talent and (2) that the talent integrates and aligns with broader business goals.

Unfortunately many organisations mislead candidates during the hiring process, either inadvertently or because they are aware of the war for talent and make every effort to encourage these scarce skilled individuals to join them.

Improving communication upfront can increase employee satisfaction and productivity and for candidates not selected, it raises the likelihood that they will apply for future positions or share a positive experience with others.

With increased access and accessibility to information, candidates are learning more than ever about an organisation before interviewing or joining a new company, sometimes even more so than the employers learned about the candidate.

The benefit of transparent recruitment processes

During the recruiting phase candidates want accurate information about the company culture, the people they will work with, what the job entails and how performance will be evaluated and rewarded. Organisations that are transparent about the hiring process, job requirements, how performance is managed and evaluated, and rewards employees for meeting or exceeding business goals can deliver a better candidate experience and work environment that aligns with expectations.

“Being clear on expectations, including how performance is evaluated, can create more satisfied employees who are motivated to perform and who are highly committed to business success.”

Contract employees also look at these processes and relationships as an indicator of how they’ll be treated as a full-time employee should they convert from a flexible status. Organisations that set strategy and expectations during the recruiting and onboarding stages can create a more connected, engaged and high performing workforce.

7 Steps to create a more transparent recruitment process

1.      Experience your process as a candidate

To truly succeed in candidate experience, you have to think like a candidate. Test drive your candidate processes including recruitment and onboarding and see whether there are any areas for improvement. Keeping candidates informed and taking simple steps to provide acknowledgment and closure can create a positive impression and deliver a better candidate experience.

 

2.      Ensure you have well-defined job descriptions

Presenting job information in an exciting, compelling manner is important to get talent in the door. However, if it isn’t based on reality you will not succeed in retaining talent as they will feel ‘duped’. Conduct a detailed job analysis to understand the position requirements, the skills needed and how they contribute overall success. An accurate job description helps candidates to understand the specific job responsibilities, ensures that they have the right skills to succeed, and minimises surprises after they’ve started.

 

3.      Focus on telling employment brand stories

Employees want more than salary and benefits from their employer making pre-hire conversations about workplace culture, job scope and how the organisation invests in developing its talent. Rather than dangle carrots about the individual’s future, as yet potentially unrealistic possibilities, rather tell real stories that demonstrate how other employees, on similar career paths, have been advanced with the organisation’s assistance.

 

4.      Establish a formal onboarding programme

The time from onboarding to job proficiency is one of the most important metrics in retaining talent. Transparency in the onboarding phase should include communicating expectations and how their role contributes to overall business success. Employees should understand what they need to do, what resources are available, including peers and mentors, so as to help navigate the first few months, and what milestones are expected to be achieved at the start of the employment relationship.

 

5.      Incorporate performance feedback into the regular business routine

Ongoing and regular performance feedback helps employees, especially new hires, understand what they are doing well, where there is opportunity to improve, and the available development tools to help them advance professionally and personally. Incorporating a 360-degree feedback process also gives employees a voice and demonstrates that their opinion matters, something that research proves is an important consideration for top talent.

 

6.      Increase transparency around compensation

Compensation is an important element in the decision process. Recruiters have a critical role to play here as well as they need to consider their candidate’s salary expectations and how it benchmarks with the market and aligns to the organisation’s budget. If a candidate’s minimum is far above the employer’s budget, being more transparent upfront can avoid a feeling of being mislead or undervalued later, protecting the employment brand and the reputation of both the candidate and recruiter.

 

7.       Provide social and collaborative learning and development opportunities

Whilst employees may be hired for one role, shifting business priorities necessitate the need to cross-train and develop people’s skills and capabilities. Informal learning via social collaboration technologies benefits employees and the organisation, giving them daily opportunities to share and learn from one another, ultimately contributing to a more rewarding work experience.

  Bridging the gap between recruitment, performance and succession

Being honest with candidates about what the job entails and their role in the organisation’s success increases the likelihood of loyalty, engagement and commitment. Transparent processes can minimise the flight risk of top talent and ensure that the business retains its talent to support innovation and the achievement of business goals.

Whether intentional or not, inconsistent, hush-hush recruitment processes can seriously damage the employee relationship and the organisations employment brand in the marketplace. Building transparency into the process and being honest with candidates about the work environment and how employees are recognised and rewarded for their contributions can eliminate the risk of talent pools drying up.

Source: Peoplefluent Whitepaper: Why lack of recruiting transparency is drying up your talent pools

Tags:  APSO  APSOgram  brand  business goals  collaboration  compensation  development  employee engagement  employee retention  employment brand  feedback  information  performance  talent  transparency  transparent recruitment  well-defined job description 

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