A large company can have a complex network of organizational levels, and every level can have diverse structure of workflow and duties. There can be loads of work in running this business. Therefore, it is possible that the management will not have the time to handle its employees well, or it may disregard their needs.
Some companies resort to retaining employees who are top performers, without even determining the deep roots that lead to high turnover and low employee retention rate. You would wonder why many workers stay long in small businesses than in large companies. It isn’t about pay. For some employees, it’s about the people around the company that matters. Employers need to give value to workers through an honest communication and through building trust.
Imagine that you are working without trusting the human-resources manager; you’ll be thinking how you’re going to express some issues with regard to your work. Trusting the management is an important element in employee retention. Without it, the employee will either keep working in fear, or he may just leave and find better opportunities out there. In addition to trust, there are other factors that can affect employee satisfaction. These include hygiene, which refer to the physical condition of the workplace.
Hygiene factors can make the place risky for the employee. Lack of tools within the employee’s grasp can make him dissatisfied with his work, since he’s expecting that the company is in charge of providing the tools necessary for work. Of course, it’s the employee’s responsibility to adjust to the nature of his work, but it’s the company’s responsibility to provide the needs of the employee.
Some companies that cannot handle people well can hire a human-resources manager expert, which will serve a solution to the problem on workforce. It will be helpful for these companies to create programs that will raise the employee retention rate. These programs will help meet the employees’ need to learn additional skills, will guide the managers to become effective leaders, and will help the company assess how well they treat employees.
The companies can implement these programs through surveys, discussions, interviews, and through informal meetings. The most important of these ways is the one-on-one talk, an interview between the manager and the employee. Over time, as this becomes part of the workers’ schedule, they can be able to trust the management, and can eventually give honest feedback about how they feel about the nature of their work. The human-resources manager can also conduct surveys to identify the factors that will make the employees stay long in the company.
The advantages of employee retention programs outweigh the financial losses in a massive turnover. The company has to decide whether they would finance them or would just hire new employees. There are companies that still don’t implement these programs, because of several reasons. They may be lacking funds and may have no time to support these programs, so they just resort to replacing who they think are inefficient employees.
Do companies realize they would spend much in frequent turnovers? If they haven’t realized just yet, they can hire a specialist outside their company so that they will have a broader understanding of what makes a person want to join the company, leave his job, or stay long in the organization. The specialist can also help the company assess the underlying issues that affect its employees. If a company truly wants to grow, they need to value their employees, as they are its driving force.
The employees deserve to know their roles, and not to get confused the longer they stay in the company. They need to know if they’re on the right track, and if their employers are able to provide their needs and meet their expectations.