10 keys to wisdom to keep employees longer

It’s one thing to hire the employees you want and need to steer your vision toward compliance, but it’s another thing to make sure those people are fruitful and satisfied to the point where they stay with your company long enough to make an impact. in you. Yearned for. The employee-employer relationship is such that there is mutual benefit. The employer meets all required expectations, while the employee targets key result areas to deliver results commensurate with the benefits that grow on their behalf. When there is a gap between expectations and delivery on both sides, friction is unavoidable, usually resulting in premature termination of the relationship. The common cues that I am writing about are part of what I have faced in the corporate world, both as an employee for about 8 years and as an employer for about 9 years. I quit work for one of the reasons below or I certainly lost some employees for not observing or implementing one of the keys below. The longer you keep your employees, the better it is for you, as you don’t have to keep training new people yourself, but existing employees who carry the business genetics keep passing them on. I’ve written about how important it is to keep a client you get, but just as important is the fact that you need to keep every employee you hire.

Some keys to keep the employee happy

1. Deliver what you promised – Employers sometimes make the mistake of overpromising employees and underperforming. If an employee joined on the pretext that you, as the employer, promised certain benefits and perks, any disparity between the promise and the reality on the ground is immediately (almost automatically) rejected. You’d rather keep promises and deliver rather than attract people on lucrative contracts without the underlying tangible results. Gone are the days when employees could hold onto cakes in the sky. Keep the promises you wrote down and see how much withholding you get.

2. Recognition and reward for good performance – Every human being has a built-in sense of desire for recognition. You will realize that there are those who always meet the objectives, always early for work, always precise and committed to their work. Take the time to figure out which employees contribute the most to the well-being of the company. Get in the habit of publicly rewarding good performance, too. Create in employees a sense of competence. Be fair with your reward system. If everyone is doing well, throw a lunch or party on Friday to celebrate. When employees feel valued, they will stand by your side during storms. Promotion should be based on merit, not who is close to the CEO or department leader.

3. Offer opportunities for personal growth and professional advancement. – Employees prefer to stay with an employer who always has something new to tell them than a place where they are stuck in terms of learning something new. When it all becomes a routine, when they can get work done in their sleep, keep in mind that those who always want to learn something new on a regular basis get a bit restless and want to polish up right away. Organize some short courses, seminars, etc. that improve the effectiveness of employees in their respective work situations. Employees need to be able to see where they fit in once they work harder. What job opportunity exists within when they advance academically and as they acquire the required experience?

4. Sell vision and hope regularly. – As the leader of the organization, you should always speak out and paint a vivid picture of the future of the organization for your employees. Once employees share with you the direction they see the organization, your retention will be huge. Never assume that you and your employees are on the same page. Assumption is the lowest form of knowledge and therefore you should avoid it.

5. Offer job security – When they see the company grow, they have more confidence that their work will be available when they enter another day. They don’t go home wondering if tomorrow is guaranteed to be with you. Provide assurance and affirmation all the time. When leaders focus so much on “now issues,” they don’t see past the challenges, and therefore even their conversation turns somewhat negative. At that point, employees think about jumping onto the next ship that doesn’t appear to be sinking anytime soon, although some values ​​may be lower. Safety is what they want from those above them.

6. Pay well and on time – Very few employees come to work as volunteers who do not want to be paid. In fact, if they volunteer, they don’t even expect a salary. However, most employees want to be paid and also on time. Once payday turns to guesswork, people can’t plan their lives accordingly, the budgeting process breaks down, and they have to deal with finding alternative means to meet family needs. If you don’t pay well, they won’t pay attention to your statements. They will just move on without even giving you enough advance notice. This is the number one reason people move from job to job. Some can endure difficult and demanding positions as long as their salary is good and always on time. Only a few employees bond with their employees based on seeing the potential in the leaders and in the company.

7. Be fair and equitable in your dealings – When double standards arise in the way discipline is handled, employees always want to migrate to a better place. They always watch how you do things for “the good of tomorrow.” When Peter steals $ 100 and the boss fires him instantly and a secretary steals $ 500 and gets away with a warning, there is clearly no set pattern for how justice is served in the workplace. No one should be immune to the systems you establish. He cannot be found to be selective in terms of rules for different classes of people in the organization.

8. Provide an avenue of appeal. – The employee has every right to obtain a hearing with the employer to address work-related matters. The open door policy must be a reality. Once employees feel they can contribute without feeling victimized, then a good family culture is being built in which everyone’s opinion is valued. When they feel that a decision they made is not the right one, they can come to you and discuss it with you. If the door is slammed in their face, they have no other way to plan their own schemes on their own closed doors (since you have established the pattern that people deal with problems in their own closed offices). If they cannot speak to their own CEO, they will find other forms of appeal, such as a strike, just to get attention. Rather, be available to hear yourself before it becomes a topic the press would love to cover. If employees are made to feel that they add value to the organization, then they feel a sense of belonging and stick around.

9. The credibility of central leadership is important – The credibility of the people at the top shapes the culture and framework of the company. Are they people of their word, which Yes means Yes? Do they stick to their word no matter what? Can the promises they make be trusted? Credibility will keep employees safe, happy, and trusting their leaders. Once credibility is lost, there is a total disregard for leadership in the workplace, which is a seed for the collapse of the organization.

10. Generate transparency and levels of trust – It is wrong to exclude employees from the realities that the company is going through. When the company is doing well, it is necessary to inform the employees. When things are not where they are supposed to be, employees deserve to know as they are important stakeholders and sometimes the carriers of the very solutions we desperately need. Be transparent about what is happening. Secrecy destroys trust. When you do have to speculate, draw conclusions based on assumptions and then don’t blame them when they conclude that following is the way to go.

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