How can you create a culture of retention?

1. **Define and Refine Purpose:** You work with your clients to articulate a clear and compelling vision 2. **Communication:** Once the purpose is defined, you help your clients effectively communicate it to their employees. 3. **Recruitment:** You assist in incorporating the purpose into the recruitment process. 4. **Alignment of Policies and Practices:** You help your clients align their HR policies and practices with the stated purpose. 5. **Rewards and Recognition:** You work on designing reward and recognition programs 6. **Employee Engagement:** You support efforts to keep employees engaged 7. **Continuous Evaluation:** It's important to regularly assess how well the company is living up to its purpose and values.

Defining a clear and compelling organizational purpose can significantly impact employee retention. According to a Gallup study, employees who understand their company's mission are 42% more likely to stay. By aligning individual roles with the broader mission, employees find greater meaning in their work, fostering a sense of belonging and commitment.

The traditional surveying model is now failing business. Continuous pulse surveys detect issues early before escalation. Anonymity elicits candid feedback - a must for usable data. But collecting data isn't enough. You need decoded analytics surfacing clear insights and recommendations so leaders can act decisively. Effective action tracking determines interventions that actually impact retention, allowing you to optimize investments. Peer recognition ensures top talent feels valued through open appreciation channels, motivating them to stay. By combining continuous listening, decoded analytics, action tracking and recognition, you create a responsive culture where people feel heard, understood and empowered. Retention naturally follows.

Retaining talent in today's highly competitive environment is a daunting task. In my opinion quality resources are looking for 3 things in an organization discussed below: LEARNING: Investing on team development is a key to a learning culture. Regular trainings on functional skills, self development and personal grooming is critical. Job rotation/enrichment also plays a pivotal role in learning. REWARDS: Once trained and targets assigned, employee must be regularly rewarded. Give fast track promotions, performance bonus and even a pat on the back is very motivating. Celebrate alot. CULTURE: Shared values, respect and carefully monitored work autonomy with regular employee feedback helps establish a dynamic culture.

Creating a culture of retention involves fostering an environment where employees feel valued, engaged, and committed to their organization. Hire individuals who are a good fit for the company culture and its values. Providing ongoing training and development opportunities, clear career paths, and competitive compensation can motivate employees to stay. Encouraging open communication, recognizing and rewarding achievements, and offering work-life balance initiatives also play a crucial role. Ultimately, a culture of retention centers around understanding and meeting the needs of employees, making them feel appreciated, and ensuring their professional growth within the organization, which, in turn, promotes long-term loyalty and commitment.

Here are six key strategies I recommend for organizations: 1. Encourage and establish a culture of continuous feedback and coaching. 2. Provide employees with a clear understanding of their strengths, areas for improvement, and potential growth opportunities. 3. Implementing feedback mechanisms ensures that employees feel supported in their professional development. 4. Facilitate the creation of mentoring programs within the organization. 5. Mentoring fosters a sense of community and helps employees navigate their career paths within the company. 6. Assist in the development of clear and transparent career paths within the organization.

Regular recognition and rewards can boost retention rates. The Society for Human Resource Management (SHRM) states that 67% of employees consider leaving their jobs when they feel unappreciated. Recognition not only boosts morale but also reinforces desired behaviors and performance, making employees feel valued and motivated to stay.

Recognition and reward systems are great, as long as they align to your North Star (Purpose), Values, and desired ways of working. If any of these feels misaligned in your recognition and reward systems, employees will feel it. For example, if you say that you value work-life balance as an organization, but you recognize and reward those that are putting in 16-hour days, you're sending mixed signals that will cause disengagement. Your Recognition and Reward programs and systems are only as good as their alignment to your bigger picture.

I'm just posting content here as an experiment to see if LinkedIn actually evaluates the quality of the contributions whilst determining if someone is a Top Voice or if Top Voice badges are given solely on quantity of contributions - which should make you question the validity of Top Voice badges anyway. I came to this idea when I realized that all of the articles are generated by AI. I imagine that those with Top Voice badges aren't going to like me doing this because it discounts the time they've spent contributing in a meaningful way. But this isn't about you, it's about LinkedIn ensuring that those they are lifting up are actual experts. The End.

In order to build a culture of trust and engagement it is important to start with a climate check to understand where trust and engagement rank high in the organization and where it may be a concern. If this is a problem across the global organization then you want to look at what systems/processes are in place that are hindering this and decide - what is going to change to enable a shift in mindset, leadership and systems and ensure what is put in place is championed at the executive leadership level and intertwined with every aspect in which you do business (performance management, rewards system, internal communication, feedback, etc.)

Retention stems from loyalty, and loyalty is earned through repeated actions in alignment with stated promises. Leaders should create environments that drive productivity, and then protect those environments fiercely. Hold steady boundaries against back-channeling, low performance, and poor behaviors. Let those working within your boundaries know they are valued and safe, by holding those operating outside those boundaries accountable. Create shared language for team collaboration, scope work and avoid scope creep, step in to support escalations and requests for help, define roles and responsibilities to avoid duplicative work or overlap in outcomes, and be the tie-breaker on competing priorities.

Here are 3 key strategies I recommend: 1. Assist in implementing tools and surveys to measure the levels of trust within the organization. Analyzing results allows a comprehensive understanding of areas that require improvement and the targeted strategies to enhance trust. 2. Implement strategies that break down silos and encourage cross-functional collaboration. Facilitate open communication channels, ensuring that information flows transparently across all levels of the organization. 3. Encourage and involve employees in decision-making. Participative management not only empowers employees but also signals that their opinions and insights are valued. Inclusion in decision-making contributes to a sense of ownership.

Well-being and flexibility will look different for every employee. Make sure you take the time to understand backgrounds, cultures, time zones, family status, neurodiversities, etc. A big factor here is to focus on the "what" is delivered, over the "how." Decide on goals and guiding principles up front, so that feedback can be prioritized objectively rather than by the highest-paid-persons-opinion. Have back-up plans in place so that no employee is a single point of failure. That way when the unplanned does come up, just like a real fire drill, you have action plans and contingencies in place to continue to charge ahead without putting anyone at risk.

I'm just posting content here as an experiment to see if LinkedIn actually evaluates the quality of the contributions whilst determining if someone is a Top Voice or if Top Voice badges are given solely on quantity of contributions - which should make you question the validity of Top Voice badges anyway. I came to this idea when I realized that all of the articles are generated by AI. I imagine that those with Top Voice badges aren't going to like me doing this because it discounts the time they've spent contributing in a meaningful way. But this isn't about you, it's about LinkedIn ensuring that those they are lifting up are actual experts. The End.

Here are key recommendations to help organizations promote employee well-being & flexibility: 1. Encourage organizations to adopt flexible work arrangements, such as remote work options, flexible hours, or compressed workweeks. 2. Assist in the development and implementation of comprehensive wellness programs to promote a positive and supportive workplace culture. 3. Help your organizations establish and communicate clear work-life balance policies. Set an eg by emphasizing the importance of time off. 4. Advocate for mental health support initiatives within the organization, it contributes to a more resilient and engaged workforce. 5. Emphasize the importance of creating a culture of respect and inclusion to foster a positive environment.

I'm just posting content here as an experiment to see if LinkedIn actually evaluates the quality of the contributions whilst determining if someone is a Top Voice or if Top Voice badges are given solely on quantity of contributions - which should make you question the validity of Top Voice badges anyway. I came to this idea when I realized that all of the articles are generated by AI. I imagine that those with Top Voice badges aren't going to like me doing this because it discounts the time they've spent contributing in a meaningful way. But this isn't about you, it's about LinkedIn ensuring that those they are lifting up are actual experts. The End.

Perception of fairness in the minds of employees is very critical for their retention. Unless the employee perceives that they are getting fairly rewarded and recognized at work, they will always keep on looking out of the window for greener pastures. A perception of unfairness is an important trigger for an employee to look for external opportunities, outside the current organization.

Add exit interviews to your processes. When an employee severs emotional ties with the workplace, you can gather objective data from them. Subject them to an honest analysis process and determine your company's specific actions.