Engage and Retain
Millions of employees have quit their jobs, thus coining the phrase “Great Resignation.” The reasons for quitting reveal a mismatch in compatibility between employers and employee needs.
Step 1:
Get a jump start on off-setting turnover of your best employees using our Turnover Risk Assessment
Employer Needs
- Limit Payroll Expense
- More Visibility & Control
- Higher Productivity
Employee Needs
- Pay
- Telecommuting
- PTO
Approach Engagement Based on Individual Growth Needs
At All's Well, candidates are the center of our universe. We work closely with them each day to understand their challenges and connect them with opportunities that will help them reach their potential. This insight allows us to curate our engagement and retention experience into leadership tools our clients can immediately use. Referencing Abraham Maslow’s Hierarchy of Needs, we start by understanding the hierarchy of employee growth needs.
Step 2: Engagement Plan by Career Level
Level One
Foundational Needs
Fair pay, benefits, security, and stability are basic needs. They cannot create engagement, but engagement is not possible if these needs are not being met
Foundation Level Tools
Level Two
Engagement Needs
A sense of belonging, career development, and recognition are things managers must provide to create engagement in their employees.
Make sure these are:
- Timely
- Visible
- Proportional
- Personalized
- Sincere
- Consistent
Engagement Level Tools
Level Three
High Engagement Needs
As engagement increases and employees become more senior in their careers they look for more autonomy and a chance to create impact. The manager’s role at this point is to help facilitate that
High Engagement Level Tools
8 Signs Somebody May Leave
Every employee needs an engagement plan, but some employers choose to focus additional attention on those employees most at risk of leaving. When evaluating turnover risk, here are Eight Signs Someone May Leave:
1. Using up benefits:
They start taking more time off, they’re using up medical/dental benefits.
2. Work hours/breaks change:
They are taking long lunches, their schedule suddenly changes, 9-5 everyday, oddly comes in late, they leave as soon as their shift is over.
3. Production drops:
They show a drop off in any interest in work, their productivity drops, they’re uncomfortable discussing long-term projects and deadlines, less proactive or team oriented.
4. They become distant:
Stay under the communications radar, there’s a noted change in attitude, they lack a sense of humor, they approach conflict differently, there’s a change in their appearance, emails instead when calling is the expected norm.
5. Life event impact:
They tell you about major changes on the home front, experiencing a major life event.
6. Your gut tells you:
You have a bad gut feeling, you inquire about possible issues, but get little feedback, colleagues tell you they think something’s up.
7. Leaving activities start:
They’re ultra-efficient, tying up loose ends, suddenly cleans their desk, they’re more active on LinkedIn, showing up oddly dressed more professional than normal.
8. Warning language used:
Employees who comment that they are “overdue” for important things, top performer saying they feel underused, expresses a loss of hope for company or C-level.
Because we focus on placement retention, our candidates want to “go to work” every day and thrive.
Stay Interviews
Stay interviews help managers understand why employees stay and what might cause them to leave. In an effective stay interview, managers ask standard, structured questions casually and conversationally. Most stay interviews take less than half an hour. They offer you a chance to discover what motivates each employee to be productive within the organization. Having a regular Stay Interview program demonstrates to your employees how much you value them because you are careful to ask and listen to why they are still with your company.
When to Conduct a Stay Interview
- With new hires during and after their probationary period
- With all employees at least once a year
Avoid the temptation to combine it with your performance reviews. This is a different kind of conversation and should happen at a different time. For instance, if you conduct performance reviews in January, you may want to conduct stay interviews in June.
We’re experts at why employees stay and leave. We would be happy to share more of our retention tools and practices.
GET A CONSULTATION
Stay interviews are conducted to help managers understand why employees stay and what might cause them to leave. In an effective stay interview, managers ask open ended questions rather than questions that can be answered with a Yes or No. Take the time to acknowledge and explore answers before moving on to the next question. Here are some possible questions to consider when planning your discussion.
