We love helping people find the right candidates. But what happens after they're in place? How do you keep them?
Retention is a real issue for companies everywhere. No matter what you do, what you sell and where you are, it's who you work with that matters most. Like all people in relationships, teams thrive on good chemistry, clear communication, and regular contact. A sudden change to that dynamic can set back projects by weeks.
So if you have a good thing, how do you preserve it? In such a mobile, competitive and candidate-centric market, it's important to develop solid strategies for keeping the right people once you've found them.
So, what do you do? Bill Conerly at Forbes has some amazing tips. Among them: start tracking retention, train first-level managers to retain great candidates, and offer the things that your candidates value (like benefits, flexibility and sensitivity).
Beyond basic benefits, the Wall Street Journal suggests providing small perks like free coffee, snacks and even dry cleaning delivery, and conducting "stay interviews." These interviews are designed to help candidates articulate what helps them stay with an employer. That way, the both of you can be on the same page. And no matter how things turn out, you're creating a pool of data from which you can shape future employment policies for the betterment of the company.
If you've done all these things, and are still experiencing a retention issue, it's time to examine the corporate culture. While it's often said that employees don't leave companies, they leave managers, that's not the whole story. As HR expert Josh Bershin notes, retention requires more than just perks -- it requires strategic thinking. According to Bershin, every company or organization should create a "retention model," a narrative about why people stay and how to keep them there that works on all levels of the business. This narrative should inform all hiring decisions.
Every company or organization has a culture, and those hires who stick around for the long haul are usually a good fit for that culture. As Mozilla's recent history proves, there's more to retention than perks. There's a mission, and a sense of community. Bershin addresses this when he says that
Ultimately the most successful and enduring organizations in business are those that have a common sense of mission, a deep respect for their employees (and customers of course), and put time, energy, and money into building a highly engaging environment. They carefully select the "right people" with lots of hard work, and once people join they take the time to make sure they have development opportunities to move up the value curve.
A thoughtful recruiter can help you find the best fit for your organization. That includes a nuanced understanding of your culture. When you're hiring, it's important that everyone understands the feel of a workplace: the mood, the dynamic, that special something that distinguishes it from somewhere else. A good recruiter is creating a new relationship between the candidate and the company. And like any good matchmaker, a good recruiter wants the relationship to last.