EMPLOYEE RETENTION:

THE TRUE COMPANY CHALLENGE

 

By: Alexandra Marcoin-Karacsonyi


RETENTION BEGINS AT THE TIME OF RECRUITMENT

Recruiting may take some time, but in the end, all—or almost all—of the positions get filled. It’s a quantitative success: 1 open position, 1 candidate recruited. Qualitative success in recruitment, on the other hand, is much more difficult to achieve, but oh-so-much-more satisfying—including financially. In fact, qualitatively successful recruitment will serve as a solid foundation for increased employee retention. A true success story must take into account not only the needs of the employer (a candidate who’s a good match for the job description and the budget), but also the needs of the candidate—needs which are all too often not given the consideration they deserve, more often than not being reduced to the trilogy of “content, responsibilities and salary.”

An employee’s day-to-day reality is regimented by interactions with people who don’t all function the same way: the other team members, superiors and subordinates. For a future employee, this represents a great unknown.ecruiting may take some time, but in the end, all—or almost all—of the positions get filled. It’s a quantitative success: 1 open position, 1 candidate recruited. Qualitative success in recruitment, on the other hand, is much more difficult to achieve, but oh-so-much-more satisfying—including financially. In fact, qualitatively successful recruitment will serve as a solid foundation for increased employee retention. A true success story must take into account not only the needs of the employer (a candidate who’s a good match for the job description and the budget), but also the needs of the candidate—needs which are all too often not given the consideration they deserve, more often than not being reduced to the trilogy of “content, responsibilities and salary.”

Working on the premise that trying to understand or optimize these interactions is pointless because of possible changes in personnel simply ensures that those changes will, in fact, take place, and at an accelerated pace: studies have shown that, in approximately 4 out of 5 cases, an employee doesn’t leave a position, but rather a manager or a team.

Therefore, it’s essential, first of all, to perform a personality assessment of the existing personnel, and to do so openly. This will make it possible to choose future recruits based not only on their skills, but also on their profile in relation to those of the other members of the team.

LEADERSHIP IS A KEY FACTOR IN EMPLOYEE RETENTION

While poor leadership is often a primary cause of an employee’s resignation, good leadership will give that same employee the desire to stay and commit to the position.

To implement good leadership, one must begin by promoting the right people to management positions. Too often, an employee is put in charge of a team based on past job performance. However, the skills required to manage a team aren’t at all the same as those that enabled that employee to excel in his or her previous position. Today, predictive tests make it possible to determine an employee’s potential in relation to the prospective position and within the company as a whole.

Furthermore, only a few managers are the kind of born leaders that will make their teams want to follow them. For the rest, it’s a management skill that will have to be learned. “Caring leadership,” developed by Raphael H. Cohen, recommends a human approach to management, with very clear principals based on universal values and very specific tools for implementation in any organization.

What women want today and what seniors need today will become a reality five years from now through the weight of these millennials. Companies looking to differentiate themselves strongly from the competition in terms of recruiting talent and, as a result, in terms of sustainable growth, will have to offer part-time working arrangements, such as job-sharing, top-sharing, remote work and project-based work, among others. Today, there are platforms that make it easy to manage this kind of flexibility at every level of the company.

An international symposium on job-sharing and top-sharing is soon to be held in Basel. For additional information and registration, visit www.topjobsharing2017.com. It’s an event not to be missed for any company wishing to arrive at a better understanding of flexibility and its advantages. ■

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