Retention

Retention starts on the day that a conditional job offer is made and accepted. Once this takes place, the climate needs to change from one of selling a position to supporting an employee.

The first opportunity to improve the odds of creating a long term relationship is when the new employee goes through orientation. The range of employee orientations across the country is staggering. Everything from “This is so and so, they are going to spend the next few weeks teaching you the ropes and answering all of your questions” to “This is your space, the bathrooms are over there, good luck” and everything in between.

The range of employee orientations across the country is staggering. Everything from “This is so and so, they are going to spend the next few weeks teaching you the ropes and answering all of your questions” to “This is your space, the bathrooms are over there, good luck” and everything in between.

Retention

The next opportunity is during every review. When we know where we stand in all aspects of our position and our performance in that position, we can be involved and accountable. When we have to guess where we are at, we are stressed, confused and in some cases defensive, argumentative and disruptive.

Another opportunity is succession planning. Not everyone wants to be the boss, but everyone wants to be challenged and grow in some aspect. When we know what’s in store, we can make an informed choice about our future and provide feedback.

Selection, Management and Development are at the core of retaining quality employees but quality communication is the engine that drives it all.