The business framework in virtually every dept of the modern business has been undergoing continuous change in the last ten years to such an extent that it becomes critical to step back and review how we do business in all sides of corporate life given new markets and new ways even our employees do business. This is just as true in our HR Office as it is in Marketing. The labor pool is changing and the effect on the base line of the business can see be significant if we don't change how we go about recruitment and view worker retention in light of the changes to the available educated work out there to draw on for our staffing wants.
Employee retention and how we approach the idea of keeping employees over many years is a sector where certain hunches must be challenged if we're going to remain competitive. Some assumptions concerning employee retention that are rapidly becoming obsolete include:
- There's a limitless resource of eager staff out there to fill my staffing wishes.
- It's clever to cycle employees in and out of the company because that keeps benefits costs down.
- The "my way or the road" approach to management is the proper way to go to enforce your vision for how work will get done.
- Workers are commodities.There are always more where they came from.
- Staff should be grateful just to get a paycheck.
- It's better to keep a young staff and to move older workers out of the work place.
The labor pool in changing with shifts in the demographics in the country and those changes make these assumptions outdated and dangerous if we expect to keep a staff that will provide quality support for our business objectives. As the "baby boom" is leaving the market and being replaced with a smaller and less skilled youth population, we need to adjust our expectations both in terms of hiring and retention.
Potentially the largest change we need to become used to is to begin to view employees as valued assets and to give serious attention to retention, not just every year at performance review time but on a regular and scheduled basis. The presumption that staff will work for us for a paycheck and that we can apply leverage in the management situation as a result of a massive labor pool we will tap to replace unhappy workers has become a flawed approach to folk management.
The truth is the pool of gifted work is shirking at a worrying rate. If you happen to have a staff of skilled people who you have invested in to bring up their knowledge and skill levels, that's an investment worth. Talented and educated staff are in short supply and, above all else , they know they are in heavy demand so that they can move from job to job without difficulty if they become discontented at their work place.
These changes to the framework of emplacement justify a corporate wide reevaluation of retention policies and strategies. The HR Dept should be on the forefront of changing the business's approach toward staff from one of us against them to one of worker empowerment and partnership.
The managers who will exceed at keeping valuable, productive and trained staff will be those who see the employment relationship as a contract in which executives have responsibilities to employees to reassure their continued growth and success just as the worker must pull his weight in the company. A partnership approach to management will go a ways towards improving the corporation's retention profile which will benefit the business in a great number of ways.
Employee retention and how we approach the idea of keeping employees over many years is a sector where certain hunches must be challenged if we're going to remain competitive. Some assumptions concerning employee retention that are rapidly becoming obsolete include:
- There's a limitless resource of eager staff out there to fill my staffing wishes.
- It's clever to cycle employees in and out of the company because that keeps benefits costs down.
- The "my way or the road" approach to management is the proper way to go to enforce your vision for how work will get done.
- Workers are commodities.There are always more where they came from.
- Staff should be grateful just to get a paycheck.
- It's better to keep a young staff and to move older workers out of the work place.
The labor pool in changing with shifts in the demographics in the country and those changes make these assumptions outdated and dangerous if we expect to keep a staff that will provide quality support for our business objectives. As the "baby boom" is leaving the market and being replaced with a smaller and less skilled youth population, we need to adjust our expectations both in terms of hiring and retention.
Potentially the largest change we need to become used to is to begin to view employees as valued assets and to give serious attention to retention, not just every year at performance review time but on a regular and scheduled basis. The presumption that staff will work for us for a paycheck and that we can apply leverage in the management situation as a result of a massive labor pool we will tap to replace unhappy workers has become a flawed approach to folk management.
The truth is the pool of gifted work is shirking at a worrying rate. If you happen to have a staff of skilled people who you have invested in to bring up their knowledge and skill levels, that's an investment worth. Talented and educated staff are in short supply and, above all else , they know they are in heavy demand so that they can move from job to job without difficulty if they become discontented at their work place.
These changes to the framework of emplacement justify a corporate wide reevaluation of retention policies and strategies. The HR Dept should be on the forefront of changing the business's approach toward staff from one of us against them to one of worker empowerment and partnership.
The managers who will exceed at keeping valuable, productive and trained staff will be those who see the employment relationship as a contract in which executives have responsibilities to employees to reassure their continued growth and success just as the worker must pull his weight in the company. A partnership approach to management will go a ways towards improving the corporation's retention profile which will benefit the business in a great number of ways.
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