You’re having trouble retaining employees. How can you make them stay?

If employee retention is an issue, find root cause(s) by exit and stay interviews. Address those root cause(s) sincerely. For example, compensation is often an issue, but not the primary one. Respect, job purpose and satisfaction, growth prospects and manager relationships are often key reasons. A good way to start is do the above for your key employees, if not for all.

The Retention is new recruitment. Competetive compensation benefits helps to reduce the flow of the outgoing employees however pay band for most employees is crucial while other employees can opt for the benefits like best in industry mediclaim policy, higher rewards and recognition schemes, child education assistance. The exit interviews can help in understading the root cause and alignes the business to review the compensation benefit policy religiously. Along with, health and fitness can be one of the critical factors in coming times to make the employee retain as primary concern is also the one significant point to be consider to continue in the business. The fair C&B policy will be helping the employees retain at a large.

Competitive compensation will retain the employee to an extent, but the priorities are work-life balance, company culture, training and development, career growth, job satisfaction and the most important is the relation between the team and manager.

Provide liveable wages. Higher Ed especially staff in student affairs area is overworked and underpaid. Leadership needs to reevaluate the compensation package. Provide flexibility for remote/hybrid work. Today, college students don't even want to take classes in-person. The field needs to change as well.

1. Creating a positive work environment wherein respect, appreciation for individual and team work is valued. 2. Engaging input and ideas from employees so as to cultivate the feeling of ownership and responsibility. 3. Increase trust among employees by reducing micromanagement. 4. Conducting one on one sessions with the employees to understand their operational problems and trying to find a mutually benefitting solution. Its easy making policies sitting at top level but sometimes can be difficult to execute them which leads to high attrition rate and burnout. 5. Competitive salary package, timely rewards and recognition, regular constructive feedback & career development initiatives and exit interviews can help reduce the attrition rate.

I truly believe that genuinely investing in staff to provide growth and development opportunities is the best way to retain them. Build strong managerial relationships with colleagues and genuinely listen to what motivates them. Aim to provide that motivation and they will be forever grateful.

To retain people, a three step approach is important. One that helps them deliver their current role, next is the skills that require them to deliver future roles and last what helps them reach closer to their aspirational role. All these steps require a KSA plan and with a clear timeline. This has to be monitored and reviewed regularly. Transparency and timely feedback is essential.

A retenção de funcionários é uma preocupação importante para muitas organizações. Aqui estão algumas estratégias que podem ajudar a melhorar a retenção de funcionários: 1. Ambiente de Trabalho Positivo: 2. Desenvolvimento Profissional: 3. Equilíbrio entre Vida Profissional e Pessoal: 4. Reconhecimento e Recompensas: 5. Comunicação Transparente: 6. Envolvimento e Participação: 7. Cuidado com o Bem-Estar: 8. Avaliação de Desempenho Justa: 9. Criação de Comunidade: 10. Flexibilidade e Adaptação: Lembre-se de que as necessidades e expectativas dos funcionários podem variar, por isso é importante manter um diálogo aberto para entender e abordar as preocupações específicas da equipe.

Ofereça oportunidades de treinamento e desenvolvimento. Estabeleça planos de carreira claros. Incentive a aprendizagem contínua.

True work-life balance starts at the top. Leaders must not only advocate for but also exemplify the practice of stepping away to recharge. We've found that when leaders visibly take time to rest, it sets a powerful precedent, alleviating any fear among employees that taking time off might be frowned upon. At my company, we embody this through our "Work hard, log out" core value, which is a commitment beyond mere words. This approach has led to a more engaged, creative, and ultimately productive workforce. Success should be measured by productivity and impact, not hours spent at a desk.

1.Bias is the most important thing to avoid. Instead of ignoring the worries of its employees, the manager ought to pay attention to them and treat them with respect. 2. Include group meetings, one-on-one conversations, praise, feedback, etc. 3. Some employees are underpaid, offer competitive compensation. 4. Encourage a flexible work environment and provide perks to staff members so they can look after their health. 5. Provide learning resources to staff members to aid in their personal and professional development. Instead of delegating tasks to a select group of workers, managers should monitor every team member and provide opportunities for development.

Progress is always a strong motivator in any environment. As long as employees feel like they are part of processes and part of the plan moving forward, through consistent conversations, retention will be higher. This will not only help to develop trust within leader/employee relationships, but retention will be higher as well.

A retenção de funcionários é uma preocupação importante para muitas organizações. Aqui estão algumas estratégias que podem ajudar a melhorar a retenção de funcionários: 1. Ambiente de Trabalho Positivo: 2. Desenvolvimento Profissional: 3. Equilíbrio entre Vida Profissional e Pessoal: 4. Reconhecimento e Recompensas: 5. Comunicação Transparente: 6. Envolvimento e Participação: 7. Cuidado com o Bem-Estar: 8. Avaliação de Desempenho Justa: 9. Criação de Comunidade: 10. Flexibilidade e Adaptação: Lembre-se de que as necessidades e expectativas dos funcionários podem variar, por isso é importante manter um diálogo aberto para entender e abordar as preocupações específicas da equipe.

Flexibilidade no horário de trabalho ou opções de trabalho remoto. Programas de bem-estar, como aulas de ginástica ou sessões de meditação. Incentivos não monetários, como folgas adicionais ou dias de folga flexíveis.

Organisation should have various means of gathering feedback from existing and separated employees. Feedback boxes, open houses, skip level, cross functional interactions, exit interviews and employee surveys are some of the most frequently used formats of getting feedback. All the feedback so received, not acted upon does not help. Once the feedback has been gathered, the organisation should come forward and announce the areas identified for improvement. Forming cross functional teams, introducing new technologies/ processes, ownerships, progress status update has to go out in regular communication. Communicating transparently and timely and employees should be able to see progress, enhances employee motivation.

It is important that an organisation has a culture that encourages feedback across levels, has access to leaders and can communicate freely across channels. Feedback collected should be shared with employees with a concrete plan of action and progress updates too. It is best when the larger team is made part of the change process in the organisation. Cross functional teams can be formed to implement some of the changes.

Retaining employees is not only about securing competitive compensation schemes, recognition programs, career growth/development, work-life balance & flexibility; It is actually also about employees’ involvement, as well as seeking and transparently acting on employees’ feedback. Such involvement will enable employees to use their voice professionally and safely without having any concern of being misunderstood or abused. Hence keeping all professional communication channels open, and availing related psychological safety for expression and sharing of ideas, are key for employees’ engagement and retention. It will also increase their sense of belonging to the organization and make them feel more appreciated and involved.

Take employee feedback seriously! It's hard for an employee to risk everything and find the courage to make a report when they're feeling bothered by something. Considering and acting on employee feedback is a critical part of developing an inclusive and equitable company culture.

Do not ask for feedback and then do nothing with it. Employees often sense when they are being asked to voice concerns or suggestions only to tick a box for HR when they see nothing being done or even referenced

Según mi experiencia la comunicación bidireccional es la clave para generar confianza. Te recomiendo (si tienes la posibilidad), que organices reuniones 1:1 breves de 5 minutos "obligatorias" con tus colaboradores una vez al mes. Esto ayudará a crear un momento de confianza donde puedan trasladarte sus inquietudes y también tú podrás contarles aquellas cosas formales o informales que ayudarán a ganarte su confianza.

Internal communication is very important; integrating staff coms into your marketing plan is vital to all staff feeling like they know what's happening. This can take the form of an email/newsletter or even a video from the managers or CEO.

This means building a company culture which makes employees feel positive about working at your company. Ensure values are modelled by senior management. Build on wellness initiatives. Reward excellence. Say thank you for small things. Make work a place that people want to be.

There is a lot of tangible and intangible things to be done to retain your employees. Let me set them in a points : 1- Provide opportunities for learning and skill development. 2- Encourage internal transfer 3- Recognition and promotions on achievements 4- Build trust and transparency 5- Work-life balance 6- Provide regular feedback and performance 7- Listen to employee feedback and suggestions 8- Offer competitive compensation and benefits Then you will be able to retain your employees

One place to start is to stop calling them employees. Or any of the many other terms that reinforce a management/ team member divide. There's a great Steve Jobs quote "there's no point recruiting the most talented people and then tell them what to do". Call them colleagues, team members, contributors, key resources - whatever fits best with the culture you are trying to develop. This will encourage the team to raise issues in a positive way, generate and share ideas on how to improve the business. Listen to those inputs, check your understanding, ask for the team's view on how to implement the great ideas and move forward together.

Lembre-se de que a abordagem mais eficaz pode variar de acordo com a natureza da organização e as necessidades específicas dos funcionários. Manter-se flexível e adaptar as estratégias conforme necessário é crucial para garantir uma alta taxa de retenção.

Foster a positive work culture that values and recognizes employees' contributions. Provide competitive salaries and benefits to ensure employee satisfaction. Offer opportunities for professional development and career advancement. Establish open communication channels to address concerns and feedback. Implement work-life balance initiatives to promote employee well-being. Recognize and reward outstanding performance to boost morale. Create a supportive and inclusive environment that values diversity. Encourage team collaboration and build strong interpersonal relationships. Conduct regular employee engagement surveys to gather feedback and make improvements. Demonstrate a commitment to employee growth and job satisfaction.

If you are not retaining staff ensure that you put in place a thorough, transparent and equitable exit interview process. Do your homework. Why are staff leaving? Is it remuneration or company climate or lack of career pathing or poor leadership. Find the causes and then set about fixing them!