Archive for the ‘Employee Retention Strategies’ Category
Are You Making An Assumption About Your Employee Communication?
A dangerous (and common) assumption I’m noticing today — presuming that employees are adequately informed on significant aspects of the organization’s operations when they really aren’t.
For most employees being in the loop about goings-on in the company is essential to job morale. However, in order for people to feel connected, believe that their role has significance, and be sufficiently motivated to give their full efforts, we must keep people adequately in the know. There are a few keys to doing this.
How to Retain Employees You Can’t Live Without
I was sitting around a conference table today with surgeons/partners of a successful clinic when one of the surgeons, in trying to express the value of certain employees said, “They’re just those kinds of employees you can’t live without.”
It struck me that high performing employees are indeed people you wouldn’t want to live without. If you look around, undoubtedly you can pick out several employees you’d consider virtually irreplaceable. Note: If you can’t do this, either you’re hiring the wrong people, or you inherited a mess! Such performers have great worth in organizations that depend greatly on consistently high levels of output from its associates.
People who produce exceptional results are dependable, loyal and consistently deliver first-rate work. You can count on high performers because they achieve their work objectives with little help from others, and they do it day-in-day-out.
High performers are rarely if ever fired, instead they leave an employer voluntarily. But when they do leave, I’ve discovered that it’s often for three reasons:
- Absence of standards/values. A critical element to job satisfaction for your high performer is that the organizations genuinely values excellence. I’ve heard top employees say quite affectionately about their employer “they’re fanatics about that around here,” as a moniker of pride. They want to know that they’re a part of a special organization whose leaders insist on, reward for, but also hold everyone accountable to exceptional ideals. I believe that standards must be crystal clear and not open to interpretation—the better the exactness of standards the more high performers like it!
