a company’s ability to hold on to its talent — especially in tight hiring markets — has profound ramifications for its ability to operate at a high level, without the disruptions that employee turnover bring. “you have to look at this as a long game and take steps to ensure you’re doing it right by making sure each employee is completely engaged with and part of the company’s ongoing success.” how can you choose candidates that are more likely to stay? “when learning is part of your culture, it doesn’t stand out as something outside the norm.” he says a commitment to training is seen by employees as an investment in their worth and a powerful incentive to stay at the company.
if an organization is unable to provide flexibility, that could make it difficult to attract or retain talent.” she says liberty mutual strives to “recognize that people are multidimensional — and we need to support the whole person — whether that’s through flexibility, a wide range of benefits, financial stability, or meaningful projects to keep them engaged.” cios would do well to connect with their workers to update them on the organization and its direction and to get their feedback. “commute time, for example, isn’t as big a factor in people’s engagement, happiness and their chances of leaving a job as distance to family,” weisbeck says. “but that’s one of the things you have to be prepared for.
bigger opportunities that require employees to take risks and stretch beyond their comfort zones are more suited to individuals who have prior experience carrying out a certain task; in these moments, they can put their skills to the test more independently and play a larger role. promises of cushy perks and pay are often used to compete for top talent. in addition to using this time to check in on their current projects, ask them what skills they’re most comfortable with and which they would like to develop. • what are you doing to reach short- and long-term career goals?
it also gives managers the chance to help their employees effectively upskill and reskill on a case-by-case basis as new obstacles arise outside of formal trainings and in everyday work experiences. smaller opportunities— say, participation in projects where the employee can rely on more experienced peers for support — are best when a team member is unfamiliar with or newer to a necessary skill. remember, safety is necessary when confidence is low, but pushing employees to the edge of discomfort results in real development. tracking personal metrics is also a helpful way for employees to measure performance and growth on their own time. what level of involvement and support are you capable of giving as a manager considering everything else on your plate?
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