My nearly 40 years of working with leaders have continually reinforced that recruiting and retention are two sides of the same coin. My observation, however, is that companies pay much more attention to recruiting employees than they do to retaining employees.
During a segment in my Frontline Leadership program, we talked about what is important to people on the job. One area of lively discussion was about communication—the ability for people to feel that they are “in the know.” As part of this discussion, I always talk about how organizations can communicate better. An example I use is about communication regarding major organizational changes and the uncertainty that exists across an organization as a result. I tell participants that one major downside of not letting your best people know their status in an uncertain environment is that the best people leave—because they can!
Marc Emmer is an author, speaker, and consultant recognized as a thought leader throughout North America as an expert in strategy and strategic planning. In his article “The New Formula for Recruiting and Retaining Talent”, which appeared in Inc. magazine, Marc Emmer says:
“But the fact remains that turnover is often disruptive and expensive, especially given that the employees who are most able and likely to quit during times of change are the highest performers, and no company likes losing their stars. And it’s likely inevitable.”
The Connection Between Recruiting and Retention
Emmer explicitly makes the connection between recruiting and retention. An expert in strategy and strategic planning, he goes on to propose specific steps organizations can use to recruit, attract, and retain employees. Mostly, however, these tips and actions focus on expanded benefits, job structure and flexibility, and the physical environment of the workplace.
However, Emmer doesn’t discuss one of the most important and valuable retention efforts I know of—investing in the development of your people. He does reach the right conclusion, though: “We should be thinking less about what yields the optimum productivity and more about how we can provide an environment for our employees to be the best version of themselves.”
For your people to be the “best version of themselves”, you as their leader need to determine what their potential is and find ways to help them reach it. That involves getting them the developmental opportunities they each need. This can be anything in a long list that includes professional certificates, internal stretch assignments, better use of delegation, training on required technical skills, job rotations to build specific capabilities, and formal developmental programs.
As a leader thinking about recruiting and retention, I strongly urge you to avoid underestimating your employees’ needs and desires for your investment in them. This is one retention strategy that is extremely valuable, but underutilized. If you want to succeed in recruiting and retention in today’s environment, you will have to make sure you keep your best employees. Word will get out that your organization differentiates itself in this regard, which will also help with your recruiting.
You can distinguish your organization as an employer of choice by investing in the training and development of your staff. It is an easy way to separate yourself from the crowd and avoid the very expensive loss of your best employees.
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