10 Key Points in the Employee Life Cycle
There are numerous points in the course of an employee’s career with you, that allow you to build the connection between the company and its employees. Reasons to be concerned about this are: positive employee engagement correlates with financial success; positive engagement contributes to positive culture; engagement leads to retention of your best people.
Retention in today’s employment world
As the economy improves across industries, your employees have increasing options outside your group. When you imagine a recruiter or competitor phoning your employee with an opportunity, how do you think of their response? Be realistic. Here are some possible responses to a:
- “I’ve been waiting for your call.”
- “What kind of salary are we talking about?”
- “You know, I haven’t seen my boss in a month.”
- “I’m pretty happy here.”
- “Nice base pay, I have a lot of other benefits here, including a generous bonus.”
- “I don’t really care what the opportunity is, this is the best place I’ve ever worked.”
Think about it. We know you’re busy with operational matters so how much attention have you actually paid to your employees’ needs, their ideas or their development? Every time a supervisor engages with their staff is an opportunity to deepen the quality of the company’s relationship with them. Employees won’t always move for money. They will generally listen to an offer if you haven’t paid attention. They will always listen to an offer if you haven’t treated them with respect. In fact, they will actively look for a new job if they feel devalued by you.
Here are 10 Key Points in the Employee Life Cycle - opportunities during the employee’s career to build your relationship and to involve them in contributing to your positive culture:
- When you hire: If you recruit for technical skill, relevant experience, work approach and values in sync with your positive culture your chances of advancing a positive culture increase.
- When you orient: Do you pay attention to their particular need for information? Do you orient to the company, its culture and their position? Do you check in with them often during the first 90 days?
- When you train & develop: most high performers want to do well and they want to learn. Smart employees get the connection between personal development and advancement. How do you know what they want and what you need them to know. Simple strengths and weaknesses assessment/discussions will reveal the information you need.
- When you evaluate: Do you evaluate their quantitative (objectively measured) results and qualitative (relationship, social, subjective) results?
- When you listen to input: Your employees are a valuable source of real inside information. It pays to gather their opinions or input on company-wide initiatives and plans.
- When they tell you their dreams: Employees may not always tell you about their interest in advancement. You can ask and then help them to see a connection between their strengths and results and their opportunity for bigger assignments.
- When you respond to their needs: Employee needs and situations have a strong relationship to the benefits they need. Younger employees need access to housing, money for education costs or student loans and real-time access to payroll information. They need less full medical benefits and they can tolerate higher deductibles. Older, more established adults need different things. Think about choices. Think about everyone.
- When you encourage rest: All employees and by association, their employer benefit from resting their minds and their bodies. If your employees carry out manual tasks, this increases in importance. Strive for coverage so that employees can take their time off. Don’t pay them cash for unused time off unless its an unusual situation that does not repeat.
- When you offer opportunities: Some employees want to do the same job for years. Some really don’t. If your employees want varying experiences let them tryout different jobs. This builds broadly talented folks who are great candidates for leadership and helps them develop awareness of their own needs and strengths. Self aware employees are your friend.
- When you allow changes in schedule: If you have very long service employees or your workforce includes employees over 50, allowing them to work part-time instead of retiring or quitting preserves their institutional knowledge and often your best employees. In addition, even the best of young employees have life issues that interfere with an overly full-time position. People may need a break from years of 60 hour weeks.
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