I'm sure by now you have seen the trend in salary increases and read articles on some of the demands employees are making. If your first thoughts on reading this, are the costs involved in keeping your staff and the lengths you may have to go to; stop for a moment to consider this: What is the cost of not being able to operate due to a lack of suitable staff?
Retention is not just a money matter. When staff spend approximately 50% of their waking hours at work, is it any wonder that they want to be in a fun, positive environment where they are valued for the contributions they make? Now is the time to think creatively about both the monetary and non-monetary ways you can reward your staff for their loyalty, performance and ability.
The question on everyone's lips seems to be: "How do I minimise staff turnover?" This question is particularly pertinent to the Employment Services and VET sectors where attrition rates are so high.The first step we need to take is to identify reasons why people leave.
Managers – "people don't leave a job, they leave their Manager" has often been said.Whilst this is certainly not always the case, an employee's direct Manager also has an impact on some or all of the following additional reasons people leave.
- Lack of Career Progression / Development
- Culture
- Unrealistic Targets
- Lack of Training or Personal Development
- Inflexible regarding Work Hours, Environment and Structure
- Feeling Underappreciated
