HOW TO INCREASE THE LIKELIHOOD OF EMPLOYEES STAYING

The recent Seek employee research have bought up some interesting results which are very helpful. Part of their research covered retaining staff. Their sample results cover three areas Generation Y (18-26 year olds), Generation X (27 - 41 year olds) and the Baby Boomers (42-60). Whilst the results differed a little between the groups some of the findings were generic throughout the three groups.

The most interesting result to us at Rag Trade Recruitment is what was most hated about an employee's current job. The generic reason that came out on top was the quality of management. I guess they mean that they did not respect their current management style. The seek survey did not cover the reasons why employees considered management to be of bad quality causing them to want to move on, except that they hated the level of stress, the lack of feedback and appreciation.

We have covered feedback and appreciation in some of our previous articles, however there are some points that we could elaborate further on. Formalised feedback and scheduled feedback processes keep the lines of communication open. Some organisations are very good at having team meetings but fail to have one on one meetings with their employees so that they feel valued and know how they are progressing in the company. Sometimes employees just need "validation strokes" to feel important and valued.

There are four levels of feedback and appreciation that can easily be given to an employee from when they start with an organisation.

Employees go through four maturity stages in an organisation and need "strokes" in each of these four stages to ensure that they keep their loyalty and respect for management.

STAGE ONE TELL: Normally in the first three months management is telling the new employee what to do and how things are done in the organization. Feedback in this stage needs to be that they know they are learning and doing well which is commonly known as acknowledgement strokes. To do this is to question the new employee about the processes of the company and what they have been taught to ensure that they have got it very clear. When their answers are satisfactory it is very easy to compliment them on what they are doing right. "Well done"

STAGE TWO COACH: From 3 - 6months period management is coaching the employees to think for themselves delegating tasks and letting them go a little. Coaching requires asking questions e.g how do you think this should be done or what to you think etc. Feedback strokes for this stage would be encouraging strokes for what they do right and giving support to what they have not mastered properly yet.. People respond well to getting it right and being recognised for it.

STAGE THREE DELEGATE: This is when the employee can be let go and work with a team or department and are trusted to do the job. When they start to do well, produce results and be of value to the organisation, they can sometimes be taken for granted by management and left alone to fend for themselves. At this stage they need attention strokes. This could be done by recognising their successes in front of the team. Taking them to one side to commend them on what they are doing well or Taking them out for coffee individually to thank them for their performance and to tell them that their effort is appreciated.

STAGE FOUR INDEPENDENT. When an employee reaches this stage there is a real danger for employers. They have got the job under control and can handle everything without support or monitoring. Sometimes at this stage Management can forget about these people, leave them alone to get on with it and EXPECT results. Like children who are not receiving enough recognition these valuable employees will sometimes become difficult and their behaviour will disrupt the team or become intolerable and demanding to manage. Sometimes management consider that the independent employee has become a prima donna. The independent feel that the business would not survive without them and management should acknowledge and appreciate that more.

To keep independents loyal and on the job they need personal time strokes. This can be taking them out for lunch individually. Organising tickets for a show or sporting event that management and the independent can attend together. An employee who reaches the independent stage is normally someone who likes to be made to feel valued, important and their position acknowledged. Special attention to an independent is invaluable for management.

To encourage employees and create a safe environment for them to voice any concerns to management, prevents them discussing their grievances or any improvement suggestions with colleagues, spouses and partners.