Why low fluctuation is better
No matter which staff you ask, in one point everyone agrees: today's employees, especially between the ages of 20 and 30, are supposed to change their roles and employers much more often than ever before. Whether this is true is questionable according to OECD statistics. What is certain, however, is that we are heading for a systematic shortage of talent.
This fact is not always reflected in the most important key figures of a company (such as in sales). In addition, older workers "stick to their jobs" given the uncertain economic situation. There is hardly anything to be found on the reasons "why offspring leave the ship".
8 Tips for employee retention
However, the sheer endless choices and a massive shortage of skilled workers have resulted in highly qualified young employees being wooed. Company Realize that they have to do something to keep their best employees. But what?
Based on conversations that I have made with personnel experts and industry analysts, I give companies four tips on how the brain drain can be prevented.
- Monotony is the enemy and dangerous: Young people want variety - a "very healthy" desire. Repetitive tasks will be done in the near future by robots and software so that people can focus on interesting and fulfilling activities. A career in a high-repetition environment is not only tedious, but dangerous as well.
- Create more project-based work: One possibility is to act more intensively in projects. This approach not only provides for more variety, but also gives employees the opportunity to acquire new skills with each project, work with many different people and work towards a specific goal. Project-based work also fits into the rise of temporary work and short-term contracts, two models that companies will increasingly use to meet short-term personnel requirements, or close personal gaps.
- The first impression decides the trust: Successful onboarding is as important as ever. If new employees are not taught that they support their employer from the very first day and builds on it, a sense of insecurity and a long-lasting skepticism arise quickly. And this first impression is difficult to correct.
- Leadership is important: It may be convenient to leave new employees on their own, as they are likely to quit after one or two years anyway, but this will become a self-fulfilling prophecy. "Yesterday was selling, today's business", the old gag, spoils the harvest in the long term. Even today, young people are not disloyal migrant workers, but take their first roles with verve and enthusiasm. They should neither run into nothing nor against a wall.
- The second, third, and fourth impressions also include: Careers have to evolve gradually - this applies to every employee, but is the more urgent the younger an employee is. The annual staff appraisal was yesterday. Today, supervisors need to set targets and a development plan directly with each team member, and review progress on a regular basis: "Growing Together" versus "Par Ordre Du Mufti" may be doing just fine.
- Performance must be worthwhile: Good performances also have to pay off. The best employees learn and develop quickly. In view of the great competition, they must have the feeling that their development coincides with their ambitions.
- Benefits are important, but they also change: There were times when occupational retirement provision was the most important additional benefit for employees. For young employees under 30, however, retirement is too far away to be relevant to them. In addition, retirement programs are no longer an all-inclusive feature - most companies offer such models.
- Engage yourself for your employees: Programs such as "cycling to work", health and wellness offerings or flexible working hours - companies are revising their non-monetary offers for employees in order to better meet their needs as a person. Successful employee engagement has never been so important as it is today. Benefits of this kind set companies apart from others. In essence, they put man in the foreground and not the MAK (man working capacity).
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