Retention Strategies

What Are Stay Interviews? A Guide with Questions to Retain Your Best Talent

2025-04-21T13:00:19-04:00

The best-kept secret to retention? The stay interview. Here’s how structured conversations with talent help build trust and employee engagement.

When was the last time managers sat down and talked with their employees about their goals and what motivates them? Was it during the interview process? Or when performance reviews rolled around?

If the next time you sit down to meet with top talent is during an exit interview, then it’s too late.

After the Great Resignation of 2021, the stay interview has become an increasingly important tool in strengthening workplace culture. It’s a conversation not focused on reasons for quitting, but rather on why workers are staying put.

Leaders at high-performing workplaces understand that proactively addressing people’s workplace concerns and understanding what they need to grow is key to employee retention and engagement.

What are stay interviews?

Stay interviews have been adopted by great workplaces for some time. This interview is essentially a meeting between leadership and team members that goes beyond the typical one-on-one check-in. This informal, employee-focused conversation is an opportunity for managers to sit down with their first reports to understand how they’re feeling in their current role.

Stay interviews share a similar purpose to exit interviews: an opportunity for leaders to gain candid insight into the employee experience and company culture. The critical difference is that stay interviews provide an opportunity to ensure your people are thriving within your organization.

A stay interview has two key objectives:

1. Learn what your employees like and dislike about their role, function, and company culture
2. Build trust through two-way communication between managers and people

Stay interviews are an easy way to understand better the unique challenges and experiences of diverse individuals in the workplace and take action to improve the employee experience.

The benefits of stay interviews

Here are four compelling reasons why organizations should make stay interviews part of their company culture:

Improved retention rates

Employees eventually feel stuck if they’re not developing and if the organization isn’t investing in their growth. They’ll eventually want to find more opportunities to grow elsewhere.

Research backs this up: 53% of your workforce is considering new opportunities. Rehiring new talent is expensive. The cost of replacing a single employee can range from one-half to two times an employee’s annual salary, according to Gallup.

Introducing stay interviews is a cost-effective solution to help organizations identify and address the factors that contribute to turnover. Giving employees a voice, in the form of a stay interview, is a powerful retention strategy – it demonstrates that leaders are working to stay connected with all employees and believe they have something valuable to say

Higher employee satisfaction and engagement

Stay interviews provide employees with a platform to share their needs, concerns, and aspirations in a one-on-one environment. Organizations that act on stay interview feedback help improve employee morale and job satisfaction.

Nissan implemented listening programs that included “skip-level meetings” where employees met with more senior managers to ensure leadership were hearing from a range of their people.

“It is important to be genuinely interested in listening to people and being open to receiving feedback, both positive experiences and areas that require improvement,” said Laura Gillespie, director of talent management, Americas, for Nissan.

The car company saw clear business results from their efforts and, importantly, a resounding 83% of employees said they’re proud to work there.

Early identification of workplace challenges

Listening early and often helps organizations uncover critical issues related to work, leadership, career growth, and company culture.

Addressing pressing concerns and implementing meaningful improvements can prevent dissatisfaction from escalating. One example is Wellstar Health System in Georgia. With health care facing unique stresses and safety concerns, it became crucial for Wellstar to ensure leaders were actively listening and responding to employee feedback.

“There have been a lot of safety concerns in the health care world lately. We heard things like, ‘I don't feel safe now… What are you going to do about it?’” explains Samantha Ros, director of team member engagement.

The leadership team responded by taking employee feedback seriously and initiating strategic investments in safety, in turn building trust between leaders and their people.

Strengthened trust between employees and leaders

The secret to attracting and holding onto top talent lies in relationships. Trustworthy, credible, and personable managers have a significant positive impact on employee commitment, motivation to give extra effort at work, and company culture.

Stay interviews are an opportunity for leadership to have honest, two-way conversations with their team. Trust is then built by taking action on their feedback. Through demonstrating competence and honesty, lenders earn their employees’ trust.

At typical workplaces, 57% of employees feel their manager shows a sincere interest in them. However, at the Fortune 100 Best 카지노 커뮤니티 추천 to Work For® in 2024, 83% of people feel their manager shows a sincere interest.

Kimley-Horn landed on the 100 Best 카지노 커뮤니티 추천 list in 2024. With more than 7,500 employees, the engineering firm built trust between employers and leaders by implementing a thoughtful pay and compensation strategy across the organization.

Kimley-Horn regularly collects feedback from staff in the form of stay interviews. It’s also an opportunity for employees to ask leaders direct questions about pay structures.

How to conduct an effective stay interview

Listening is at the heart of creating a high-trust culture. Unlike an annual performance review, a stay interview is an opportunity for leadership to lean in and listen and gather candid feedback from their people.

Here are some tips to consider for conducting an effective stay interview:

● Help employees understand that stay interviews are an opportunity to create an environment where everyone feels safe and valued without reprimand. Level set expectations by sending out a calendar invite with a high-level description of the purpose of the meeting.|
● Provide any questions you want employees to reflect on in advance. Not only is it an effective use of everyone’s time, but it also gives team members the opportunity to come prepared to meet with leadership.
● Hiring people with a range of backgrounds and experiences is just the start — listening to them is what helps everyone thrive. Be thoughtful about who you interview to ensure you’re hearing the full spectrum of perspectives across your organization, from top to bottom and across departments.
● Aim to conduct stay interviews in-person or video call and keep them to 30 to 45 minutes. Choose a comfortable location to meet, whether that’s a smaller meeting room, going for coffee, or a walking meeting. Let employees lead and ask them to suggest where they’d like to meet.
● Create an environment where there is a high level of trust and transparency. Prioritize two-way communication; this is a conversation between two people to help build a better culture for all.
● Listen more than you speak and leave time to ask follow-up questions. Reflect back a summary of the feedback given and thank employees for their time and openness.
● Conduct stay interviews periodically throughout the year and ensure they’re scheduled independent of performance review season.
● Establish procedures on how leaders can act on feedback from employees and effectively follow up.

The most impactful stay interview questions to ask

Stay interview questions are going to differ, depending on your industry or type of business. However, there are common areas that all organizations can cover and gain feedback on:

Job satisfaction and engagement

Employee satisfaction is also a key driver of employee engagement, which indicates how committed people are to the company and its mission.

Ask questions that will help leaders assess job fulfillment and employee satisfaction, such as:

● What do you look forward to when you come to work each day?
● What do you like most or least about working here?
● If you could change any one part of your job, what would that be?
● What might tempt you to leave?

Growth and development

The ability to develop and grow employees is a crucial leadership trait, one of the nine high-trust leadership behaviors at the Best Workplaces™. While sometimes it’s leaders who see potential in employees that they might not see in themselves, employees can equally tell leaders what they need to grow and advance.

Stay interviews are an opportunity for leaders to get curious about their team’s career aspirations and development:

● Do you feel your knowledge, skills, and experience are being fully utilized?|
● What would you like to learn more about, within or outside of your current role?
● What would make your job more satisfying?
● Which other jobs here interest you?

Work environment and culture

Stay interviews can also reveal insights about team dynamics and company culture. A great company culture is one where employees feel seen and heard, where management is transparent, and where teams are proud and excited to work together. The result? A stronger company overall.

Here are some questions to ask about the work environment and culture:

● How would you describe our company culture to a new employee?
● What do you like or dislike about the company culture?
● How do you like to be recognized for your work?
● How is your relationship with your direct supervisor?
● How would you describe your work-life balance?
● If you could change one thing about morale, what would it be?

Employee retention and future outlook

Lack of growth opportunities or opportunities for advancement is the top reason for leaving a workplace. Look for ways to improve employee retention and explore people’s long-term career plans within the company:

● What are your long-term professional goals?
● How can we support you in attaining them?
● Are there any situations that have made you consider leaving?
● How can we support you along your career path?
● What other skills do you want to build to progress in the company?

Turning stay interview insights into action

The stay interview process doesn’t end when the meeting is over. Similar to an employee engagement survey, stay interviews are an opportunity to capture a rounded employee experience and unlock meaningful insights.

Provide a framework for managers to compile feedback received from each employee in a format that is easy to analyze and share. Identify common themes, emerging concerns, challenges, and motivators employees may have to stay or leave.

Prioritize key areas and create an action plan for improvements. Strategies can be company-wide, team-specific, or specific to each individual. Set actionable goals that are clear, obtainable, and help create a great workplace for all.

For example, if employees across the organization report feeling overworked, organizations could help address employee burnout by implementing strategies that alleviate stress. Carta is one company that took steps to cultivate a healthy work–life balance by eliminating the guilt of PTO and implementing a policy where each employee is required to take at least 15 days off a year.

If any action items were discussed during a stay meeting, leaders should prioritize addressing those needs first, take steps to implement a meaningful change, and follow up with employees so they know they’ve been seen and heard.

Common challenges in stay interviews and how to overcome them

While there are many benefits implementing face-to-face stay interviews, there are also some challenges employees and leaders could face.

Problem: Hesitancy to speak up

Let’s start with employees. A stay interview is an opportunity for employees to have their voices heard, but not everyone may fully embrace it. When people are sitting across from a senior leader they rarely interact with, it’s understandable that some would be hesitant to share feedback or fear retaliation if they do.

Solution: Psychological safety

Employees are more likely to share honestly if they feel a sense of safety. Part of conducting successful stay interviews is to foster a psychologically safe environment that encourages open communication for all.

Simon Sinek wrote about psychological safety in the workplace in his book “Leaders Eat Last.” He wrote that great leadership is about making employees feel safe so they can focus on work without fear for their own survival.

Creating a safe environment requires leaders to be vulnerable and participate in a two-way dialogue, rather than a top-down interview process. When employees feel safe, they’re more engaged, more willing to speak up and raise concerns, and far more likely to bring forward game-changing ideas.

Problem: Receiving feedback

In stay interviews, managers could receive feedback that’s difficult to hear — especially if it’s personal feedback such as their management style or hearing their direct report doesn’t feel a sense of belonging on their team.

Solution: Open and active listening

A cornerstone of any organization is building a culture of trust, the same is true for stay interviews. This is not a time to be combative and repute feedback. Managers need to come from a position of humility and curiosity, not defensiveness.

Keep the conversation constructive and positive, even if the comments made are ones you don’t agree with. Be respectful and ask follow-up questions from a place of curiosity and care to fully understand an employee’s views or concerns. Finally, view difficult feedback as an opportunity for personal growth and to implement positive change.

Take Ray Dalio, former CEO of Bridgewater, as an example. He once received an email from a colleague that said: “Ray, you deserve a D-minus for your performance today in the meeting. You did not prepare at all because there was no way you could have been that disorganized.”

Ray not only took that feedback on board, he went on to share it with more than two million viewers of his TED Talk on how to build a company where the best ideas win.

Strengthening employee retention through meaningful conversations

Stay interviews are a great tool to improve employee retention, engagement, and workplace satisfaction. Organizations that prioritize employee feedback and take action on insights from stay interviews build stronger, more resilient workplace cultures.

Deepen your understanding of your company culture with Great Place To Work 카지노커뮤니티™ and employee engagement surveys. The Great Place To Work Model™ delivers detailed, reliable data and unlocking meaningful insights about your employee experience.

Take a proactive approach to workplace improvement and try our employee engagement survey tool today.

Employee Training and Development: The Benefits of Upskilling or Reskilling Your Team

2025-02-14T18:32:52-05:00

Employee training and development isn’t just about teaching employees to do their jobs. It’s about showing employees they are valued and that upward movement in the organization is possible. When employees don’t see opportunity, they don’t bring their best selves to work.

“Give a person a fish and you feed them for a day; teach a person to fish and you feed them for a lifetime.”

It’s a proverb we all know — so common it’s become cliché. But clichés come from truth. Amid the busyness of running a business, it’s easy to forget the importance of training and development in creating a thriving workplace.

How often have you said, “I’ll do it myself” because teaching someone else seemed too time-consuming? But how often are you also frustrated the next time that same task comes around, and you still have to do it yourself?

Of course, employee training isn’t just about delegating or making things easier for management. A solid and unique training and development program can give employees a sense of ownership in their role and a future vision with the organization.

And when companies don’t invest in learning and development and create paths for growth (beyond pay bumps), employees will start looking for jobs elsewhere.

In fact, in a 2021 Pew Research Study, 63% of respondents said having no opportunities for advancement is what pushed them out the door. Lack of growth opportunities was the top reason for leaving — above pay, benefits, and workplace flexibility.

A recent Great Place to Work® LinkedIn poll also shed light on the critical importance of training and developing employees for retention. According to the poll, 43% of people called out a lack of growth opportunities as the top reason they quit their last job.

63% of employees cite no opportunities for advancement as the top reason they quit.

“Employees view it as a way of support,” says Julian Lute, senior manager and strategic advisor at Great Place To Work. “You’re assisting them in doing their jobs. But if you go one level deeper, you’re also supporting this very human need for growth. When people don’t see themselves growing, you don’t get the best out of them.”

What is an employee training and development program?

An employee training and development program is a series of educational activities designed to improve employees’ knowledge and skills.

The most obvious type of employee training is technical training — teaching them their job duties, the company’s processes and systems, and the organization’s overarching mission and mandate. But training can also cover soft skills such as people management or upskilling beyond an employee’s current role to prepare them for a promotion.

Training and development opportunities can take many different forms, such as group workshops, one-on-one sessions, formal education (such as college or university), job shadowing, mentorship, seminars, or job sharing.

The key benefits of employee training and development

Employee training and development programs aren’t just a “nice-to-have” — they are a strategic necessity. And the benefits go two ways: The employee feels more valued and better skilled, and the employer sees increased productivity and innovation.

The benefits of training and development for employees

A good training program not only enables employees to learn and practice skills to support them in their current role — it also gives them a stepping stone into new opportunities.

The best results come when training aligns personal growth with professional goals. Where do your employees want to be in a few years? What skills do they want to learn? What areas of the business interest them the most?

Making that connection is when the magic happens:

Improved job performance — Employees become more effective and efficient at their tasks, leading to better business results
Increased job satisfaction — Employees feel valued and supported, boosting morale
Opportunities for advancement — Employees are prepared for new responsibilities and internal promotions, creating a clear career path

The benefits of training and development for organizations

Employees aren’t the only ones who benefit from training programs. By offering development opportunities, companies can build a workforce that is more efficient, more motivated, and better equipped to bring forward new ideas.

Organizations that prioritize learning see tangible benefits, such as:

Increased innovation and adaptability — Teams stay competitive by learning new technologies and methodologies
Higher retention — Employees are less likely to leave when they see growth opportunities
Reduced hiring costs — Developing internal talent is more cost-effective than external recruitment
Strengthened employer branding — 카지노 커뮤니티 추천 that show they have robust training programs attract top talent

On the other hand, not offering employee training and development can have a serious impact on your bottom line. Research by McKinsey & Company found that lack of skills and inefficiency could cost a median-size S&P 500 company roughly $163 million per year.

The 4 approaches to employee development

While the types of employee training and development programs can be as varied as your employees themselves, all training plans will typically fall into one of four categories:

Formal education — The formal training and practical requirements for a given role, such as a specific degree, licence, or certification
Assessment — The employee performance reviews, one-on-ones, and any other efforts used to measure strengths and weaknesses and find ways for employees to improve
Job experience — The day-to-day, hands-on learning employees do as they master their roles, take on new challenges, and grow within the organization
Interpersonal relationships — The coaching, mentorships, and any soft skills or interpersonal training employees may complete, such as customer service training, resilience training, mental health education, or conflict resolution training

Why it’s important to train and develop your employees

Employee training and development is important for ensuring that staff are prepared for their role; that they feel supported, valued, and capable; and that they have upward movement. Training and development can have a direct impact on employee engagement and retention and should be an integral part of your talent management strategy.

Engaged employees want to grow, and they want to be challenged. They aren’t looking to simply work at a job; they are looking to further their careers.

Learning and development are at the core of Panda Restaurant Group’s employer value proposition (EVP). On Panda’s careers website, learning and development is front and center.

Founders Andrew and Peggy Cherng are deeply committed to being the world leader in people development, providing growth opportunities for associates professionally and personally at every level.

Panda’s commitment to opportunities for advancement is strongly linked to their employees’ intent to stay. When asked what makes the company a great place to work, employees at Panda frequently mentioned the words “growth,” “grow,” and “development.”

“Compared to other companies I have worked with, Panda truly exemplifies what it means to care about people. I feel like my team always has my growth and development in mind and challenges me to be better. They offer so many resources to develop myself personally and professionally. I really feel like part of the Panda family and look forward to staying for many more years. It really is a great place to work.”

— Employee at Panda Restaurant Group

Employee training and development is both present- and future-focused. Employee learning programs support your people in meeting the challenges of the business today and create a pipeline of leaders to meet the societal and technological challenges of tomorrow.

Julian says employee training also ensures people feel valued and that their employer sees them playing a role in the long term. This feeds into the overall company culture. In fact, in our survey of employees at the 2023 Fortune 100 Best 카지노 커뮤니티 추천 to Work For®, 87% said they often or always feel like they are offered training and resources to develop professionally.

“This is the way that people feel valued in the business,” Julian explains. “If you’re training me, you’re telling me that you want me to be prepared for the future of the organization.”

The difference between training and development

While employee training and development are commonly lumped together, and both serve a critical role in the employee experience, there is an important distinction between the two.

Training is job-specific. It is ensuring an employee has the correct tools and learns the correct skills to complete their tasks. It is immediate and measured in short-term results.
Development is about employee growth. It is long-term and more behavioral-focused.

“Development is much more of a conversation than training,” says Julian. “Where do you want to grow? How do we need you to grow? It requires a bit more vulnerability. Training assumes you have a skill gap or knowledge gap, whereas with development, you must be willing to lean into it to fully realize the benefits.”

For example, Mastercard has a company philosophy of “Owning Your Career” with ongoing conversations between employees and their managers about career development opportunities. Objectives are set, goals are agreed upon, and there are dedicated discussions about career growth and progression.

Similarly, American Express has a career and development plan template for employees to map out their career journey, thinking through where they’ve been, how they want to grow, and what sort of support they might need along the way.

Both employers demonstrate how employee development is a two-way conversation, not a one-way, top-down instruction. This kind of approach to employee development can have a huge impact on employee engagement, especially among younger demographics.

Development is a two-way conversation, not a one-way, top-down instruction.

At Panda Restaurant Group, for example, retention among millennial employees is particularly high, thanks in part to its mentorship approach and its “University of Panda” program, which helps employees earn certifications and continue their career growth outside of the workplace.

Job seekers go where they can grow

Given the basic human desire for growth that Julian mentioned, companies that are seeking top talent would be wise to promote their training and development efforts. Featuring opportunities for growth and development as major benefits in its EVP demonstrates an employer’s commitment.

Use your career site to highlight your company’s opportunities for professional growth and development — whether it be challenging work assignments, a strong investment in training and development programs, frequent opportunities to work closely with senior leaders, or a commitment to promoting from within.

“Even if you don’t know where people want to be in their life or what’s important to them, I guarantee you there is something at the end of the rainbow for them,” says Julian. “And training and development is the way that people feel valued.”

Tech company Bitwise Inc., for example, is attracting a wider pool of candidates by removing degree requirements from the recruitment process. Instead, the company offers training to promising new talent who wants to break into the industry but might otherwise be overlooked.

Delta Air Lines is proactive about attracting aspiring pilots through its “Propel Pilot Career Path Program.” Students complete certified flight instructor training and can then work up to becoming a first officer at a Delta Connection carrier. As of 2025, 171 participants now fly for Delta, with 870 aspiring pilots currently enrolled.

Developing by building an internal talent marketplace

Some organizations are helping employees advance with an internal talent marketplace. An internal talent marketplace is a platform or system within an organization that facilitates identifying, developing, and retaining top talent by providing employees with opportunities for growth and career advancement.

This marketplace enables employees to explore different roles, projects, or positions within the company, promoting internal mobility, skill development, and cross-functional collaboration.

For example, energy management company Schneider Electric has developed its own “Open Talent Market,” used by Schneider employees to plan their careers, seek out new opportunities within the organization, and develop their skills.

By creating an internal talent marketplace, organizations can better retain talent, improve employee satisfaction, and enhance their overall agility while reducing the need for external hiring.

Examples of unique employee training and development programs

Employee training and development programs at the Best Workplaces™ go beyond the day-to-day of employees’ jobs — they feature everything from professional development courses for future promotions, to emotional intelligence training, to wellness workshops.

For example, the benefits team at Panda offers a monthly series of educational webinars covering topics such as healthy habits, nutrition, sleep, finance, and self-care. They also work directly with regional and department leaders to curate programs specific to their teams and provide free wellness coaches to teams in need.

At The Cheesecake Factory, managers are trained in de-escalating emotionally charged situations and given tools for understanding how to connect with others and find commonality amid diversity. The organization also provides resources to support employee mental health, addressing the importance of training and development for both personal and professional well-being.

Similarly, industrial services distributor Grainger has a mandatory e-learning course on unconscious bias. The one-hour course outlines what unconscious bias is, explores how it may emerge in day-to-day work, and offers effective behaviors for managing it.

The Best Workplaces also offer training programs that are ongoing, beginning on an employee’s first day and carrying through their entire life cycle with the company. They know that training applies to all levels of staff, from frontline workers to the C-suite, with a focus on forward momentum for all.

At HubSpot, for example, learning and development starts on day one, with a robust orientation and onboarding experience. No matter the role, team, or level, all new hires undergo one week of new employee training together to learn about HubSpot’s culture, missions, values, and operating model. The company also offers a global mentorship program to help employees of every tenure reach their full potential.

Consulting firm Plante Moran has another unique approach to staff development, with partners directly accountable for guiding and mentoring their team members. The aim is personalized coaching that ensures each staff member’s career development is tailored to their individual needs. It also creates a legacy of leaders training the next generation of leaders.

Some workplaces offer special events focused on training and development, such as Intuit Inc.’s “Career Growth Sprint.” This biannual virtual event features keynotes and workshops covering topics such as goal setting, time management, and communication.

Grocer and manufacturer Publix hosts career fairs for its associates to learn what opportunities are available at the company. Employees also have access to tuition reimbursement and funding for GED testing, and pharmacy associates are eligible for financial support to attend pharmacy school. The company also offers specialist training programs for drivers and technicians.

5 steps to building a successful training plan

For an employee training and development plan to be successful, you need to ensure it’s focused on the right things, suitable to the audience, and measurable. And you need to be willing to revise as needed, based on both results and stakeholder feedback.

Here are five steps to ensure you roll out an employee training and development plan efficiently and successfully.

1. Assess what’s needed

Before any plan takes shape, assess what is needed — both by the organization and by the employee. This applies to both company-wide training and personal development plans. Which areas should you focus on? What is the organizational strategy and how does this fit into an employee’s own role and personal goals?

“You really have to incorporate it into the workflow,” says Julian. “Ascertain what people need and directly deliver to that.”

For example, your company could be rolling out a new software program that’s going to change how your sales team tracks leads. It will be a critical change for the business and the initial plan may be to train only those who will use the new program day-to-day. What about the employees whose personal goal is to join the sales team? Learning such a program could help them make that move.

“Get feedback using employee surveys,” says Julian. “People will tell you what they need help with or training on. Sometimes leaders think that because we got this new thing, or because some consultant tells you, ‘You need this, it’ll make you more efficient.’ Start with what you know employees need and what they’re telling you they need.”

2. Set clear objectives

What do the organization and the employee each hope to gain? It could be something job-specific like learning a new program or process, or something more behavioral-based like emotional intelligence training. Determine what you hope to achieve and how you’ll measure success.

It’s also important that employees understand the objectives just as well as management does, and why a particular training or development plan is important. This is especially the case when it’s long-term, behavioral-based programs like leadership training.

“Employee training is most effective when leaders are demonstrative,” says Julian. “When communicating new learning programs, talk about it through the lens of company values. For example, ‘We’re doing this in service of our customers and that’s one of our values.’ … Be very clear about what this is supposed to change. Help people understand the impact and why you’re training people.”

3. Design and develop

Once needs and objectives are set, it’s time to create a program or plan that considers the following:

What content or materials are needed?
How will the training be delivered?
Who will lead the training?
How often will training sessions take place?
Where will the training happen?
For group trainings, what size will the groups be?
What are the participants’ learning styles?

Julian recommends that participants be given the chance to talk through the training, to understand what fits and wrestle with problems, rather than running passive sessions where the trainer talks and participants sit and listen.

He also notes that bite-sized lessons and trickling the training down from large groups to small groups to the individual level, like a waterfall, tends to work best.

Trickling the training down from large groups to small groups to the individual level, like a waterfall, tends to work best.

“I would not expect to put people in a room for 90 minutes at one time and expect they get all the information they need,” he says. “A big group is a way to get people on the same page. Then move people into smaller groups so that they can really engage with the learning content. A group of eight or fewer is ideal for getting more granular. And then find ways for people to individually test their knowledge.”

4. Implement

Once the training plan is developed, it’s time to roll it out — strategically. A pilot program with a small group of employees can help you refine a plan and ensure it’s hitting all the right notes, both for the organization’s objectives and employees’ expectations.

“Don’t try to boil the ocean,” warns Julian. “Figure out who the test people are and pilot this with a small group of people. Take feedback. Make sure it’s really aligned with the business needs.”

Only after you’ve piloted the program and adjusted as needed is it ready to roll out to the wider organization.

5. Evaluate and revise

Finally, don’t file the training plan away once it’s completed. Solicit feedback from both employees and managers using employee surveys to identify both successes and weaknesses. Use the measurements you set early on to check whether the training achieved its objectives.

Providing employee training and development opportunities can enhance job satisfaction, boost productivity, and improve employee retention. Equipping employees with new skills and knowledge increases their potential for advancement within the company. It’s a win-win situation for everyone involved.

11 Recruiting Strategies to Attract & Retain Top Talent

2024-03-09T20:49:25-05:00

Recruiting strategies that reflect the changes facing hiring managers today are critical to any talent management strategy. From rethinking culture fit to checking for bias, here’s how to ensure top talent will want to come to you.

Long gone are the days of posting on a job board and waiting for candidates to come to you. Today, the hunt for top talent is fierce, candidates have more leverage, and successful employee recruitment is a proactive two-way effort. Not only are employers seeking the right talent, but talent is seeking the right employer.

That means more than just competitive salaries and benefits. It also means growth opportunities, DEIB efforts and work–life balance, as well as a healthy, supportive culture. In fact, in our study of the U.S. workforce, a whopping 98% of respondents said great culture is important in their next job search.

How do you recruit and retain employees when the hunt for talent is growing ever more competitive?

These 11 recruiting strategies reflect the changes facing hiring managers today. We recommend making these tactics part of a broader, more long-term talent acquisition strategy.

From rethinking culture fit to checking for bias, here’s how to ensure top talent will want to come to you.

1. Understand your EVP

An employee value proposition (EVP) is what an employer offers to employees, both monetary and non-monetary, in exchange for their work. That includes salary, health benefits, growth opportunities, training and personal development, and perks such as remote work or flexible hours.

A strong EVP plays a critical role in recruitment strategies, helping organizations clearly communicate why they are an employer of choice.

When it comes to building a recruitment strategy, it’s long been viewed with a one-way focus: finding the right candidate to fit your workplace, rather than ensuring your workplace is the right fit for a candidate.

However, a successful EVP is more than just a list of benefits. It’s also your company’s overall culture — what distinguishes you from other employers out there? Why should an employee pick your organization over a competitor’s?

“I think a good strategy is to write out your EVP and then strike your organization’s name from that write-up,” says Seth Willis, senior culture coach with Great Place To Work®. “Would you be able to tell it’s your organization, based on the values, based on what you consider to be those differentiators?”

2. Recruit for culture add, not just culture fit

We often hear of culture fit — does a candidate “fit” into a company’s culture and existing workforce? But focusing too heavily on fit not only limits your talent pool, it also risks homogenizing your entire workforce. Instead, aim for “culture add.”

Diverse and inclusive teams are innovation engines, says Frans Johansson, founder and CEO of The Medici Group. His team has found through their work with thousands of companies that, across industries, organizations that seek out diverse views are more innovative, more creative, and better at making decisions.

Within your own workforce, assess what you already have and what your team is missing. Then, consider every aspect of a candidate, from their lived experiences to their people skills, to see what they can bring to the table.

3. Shift from education-based to skills-based recruiting strategies

Just as culture fit is an outdated employee recruitment strategy, so too is education-based recruiting, especially as workforces become more globalized. Degrees vary from country to country, and within the U.S., the cost of post-secondary education means underprivileged candidates are often left out of the running.

While of course there are some roles that require specific degrees or credentials, for many positions hands-on experience, ability, and passion are just as strong an indicator (if not stronger) of a candidate’s ability to perform.

“It’s a huge way to open up your talent pool,” says Seth. “Look for folks you are an atypical applicant or have transferrable skills, who you can train or who can adapt — rather than somebody who might be a cookie cutter fit from a technical standpoint.”

A recruitment example of this is Bitwise Industries, which aims for more diverse hiring practices by removing degree requirements when they are not necessary and offering a training program that helps promising, yet overlooked, talent break into tech.

As another recruitment example, Nationwide Mortgage Bankers takes this one step further with a rather unconventional hiring strategy: they hire candidates who fit their core values, even if there isn’t a specific position created for them yet.

4. Make the most of employer awards

“Award-winning” is a phrase that always gets attention, but not all awards are created equal. Many employer awards don't reflect ongoing employee feedback, omit critical measures of employee retention, and reflect employee satisfaction rather than employee experience.

For job seekers, awards that are based on confidential reviews by current employees are far more valuable than awards voted on by a panel of experts or former employees, for example.

That’s why Great Place To Work 카지노커뮤니티™ relies on our own rigorous Trust Model, which puts the employee and the “here and now” at the center of our confidential Trust Index™ Survey. This methodology measures key indicators of a high-trust workplace culture including fairness, respect, leadership credibility, workplace pride, and camaraderie.

Achieving 카지노커뮤니티 is a step towards making one of our Best Workplaces™ Lists, which in turn is an excellent way to get your company’s name in front of top talent.

5. Check your job descriptions

Just as we expect candidates to put effort into their job application, we should put equal effort into our job descriptions. Don’t just set out what you’re looking for, but include what you can offer and why someone would want to work with you.

Job descriptions that are packed with corporate jargon or that focus too much on what the company does, rather than what the employee will do, won’t stand out against competitors. Not only that, but your job description could have implicit bias in its language or requirements.

There are various software programs through which you can run job descriptions (as well as other content) to flag concerns like gender-coded words, age and racial bias, and ease of reading.

6. Treat your candidates like customers

Marketing and recruiting strategies go hand-in-hand. The time, effort, and consideration that goes into every piece of customer marketing material should be equally applied to how you communicate with employees — past, present, and future.

“I look at everything through the lens of ‘I’m a person applying for this job’ when I’m on our website,” says Stephanie Oribhabor, director of employee experience at Great Place To Work. “What am I feeling when I’m reading this job description? What words are they using? What associations do these words have to my own biases or my own ways of thinking?”

She adds that this applies to more than just the job description. It’s the automated email a candidate gets once they submit their application; it’s how an interview is conducted and how the job offer is presented. It could be how you display that you’ve earned Great Place To Work 카지노커뮤니티.

Consider your employer brand and how it’s being presented at every stage of the employee recruitment process.

7. Remember that first impressions matter

First impressions no longer start at the first interview. Instead, whether it’s from your company’s Glassdoor reviews, Certified profile, or LinkedIn profile, candidates will have formed an opinion of your workplace before they’ve even applied.

“We’ve seen a big shift in the speed at which people are able to (a) find out information about your workplace and (b) figure out very quickly before even talking to you if they want to work there,” says Stephanie.

If you’re seeking top talent, you’ll need to ensure that those first impressions reflect what candidates seek. Today, job seekers have more leverage than in the past, and their expectations of employers are firm. 카지노 커뮤니티 랭킹 research has shown that millennials, more than previous generations, want purpose in their work, while Gen Z want psychologically and emotionally healthy workplaces.

“Before, it was, ‘I don’t care; I just want a job,’” says Stephanie. “And now, it’s not only ‘I want a job,’ it’s ‘I want a place that aligns with my own internal values.’”

8. Keep it two-way

When it comes to how to recruit employees, it’s long been viewed with a one-way focus: finding the right candidate to fit your workplace, rather than ensuring your workplace is the right fit for a candidate.

Will the candidate enjoy working with you? Do they see opportunities for growth with you? Are you able to meet their needs — financially, professionally, and emotionally?

Dayna Blank, senior vice president of human resources with Playa Hotels & Resorts, says that hospitality recruitment in particular rarely includes asking candidates what they want in a workplace. As such, Dayna’s team conducts two-way interviews that openly discuss whether the candidate will feel engaged with their day-to-day.

9. Tap into your existing workforce

When you’re looking to bring on new talent, it can be easy to focus too much externally — and ignore your biggest internal resource. Employee referrals are a much-overlooked aspect of the recruiting process, says Stephanie.

“They’re your biggest ambassadors because they’re the ones out there having conversations with colleagues and friends and talking on social media,” she explains.

Even if you’re not running a specific referral incentive program, simply asking your existing employees why they work for you can provide insight into what you have to offer new hires. These “stay interviews” are becoming more common, say Stephanie and Seth, and can be tied into milestones like anniversaries or raises/promotions.

You could even hire back “boomerang employees,” who may have left to try to something new or due to restructures. If the departure was handled respectfully and with empathy, those past employees may be eager and willing to return once circumstances are turned around, suggests Stephanie.

10. Recognize how the workplace has changed

Hybrid and remote work, once a perk reserved almost exclusively for freelancers and upper management, has now become the norm for all employees. And as we settle into this new normal, companies need to adapt with new recruiting strategies.

“Before, it was that you lived your life on the weekends,” says Stephanie. “카지노 커뮤니티 추천 have to figure out a way to be more flexible — maybe that means less time in an office, maybe you go to the office once a week. Job seekers are looking for flexibility because there is life to be lived outside of work.”

Stephanie adds that it’s more than just offering flex time but also recognizing the reasoning behind that flex time. Maybe an employee loves to travel. Maybe they’re a parent. Maybe they like to take art classes on Wednesdays at 12. It’s acknowledging a candidate’s whole self and encouraging them to bring that whole self into work once they’re hired.

“Work has taken on such a human approach,” she says. “For the first time, you’re seeing your CEO work from home in a polo shirt with his dog on his lap. We’re all figuring out what work-life balance really is and what that means to a workforce.”

11. Remember recruitment vs. retention

Hiring a new employee can feel a lot like dating. You’re meeting with various people, looking for the “right” one to commit to.

That makes retention the long-term relationship. It’s one thing to charm an employee in the early days, but it’s another thing to keep that commitment going beyond the honeymoon phase.

That’s why your recruiting strategies should mirror your strategies for retention. While how to recruit and how to retain employees aren’t the same thing, focusing on one without the other will leave you in a recruiting loop that can feel an awful lot like the movie Groundhog Day.

“Recruitment is all the things you’re going to do to get people in the door,” says Seth. “But retention is everything you do to keep people inside the organization. All those things you communicated in the recruitment phase really show.”

Make 카지노커뮤니티 part of your recruiting strategy

Does your employer brand stand out from the competition? Prove you’re an employer of choice and attract top talent by earning Great Place To Work 카지노커뮤니티.

Is There a Relationship Between Return-to-Office Mandates and Employee Retention?

2024-02-21T13:05:59-05:00

Employees are more likely to stay longer when they have a say in where and how they work. Return-to-office mandates can potentially harm retention and diversity.

If you’ve noticed more people joining you on your morning commute, you’re probably not imagining things.

According to the U.S. Census Bureau’s Household Pulse Survey, only 18.3% of U.S. households had someone who teleworked or worked from home at least three days per week in October 2023. That’s a drop from the previous summer’s 21.2%.

But how do employees feel about this return to in-office life?

For some, it can feel disrespectful and needless. And these are the kinds of feelings that can drive a wedge between employees and employers.

But before we dive into the heart of our discussion, it's crucial to remember the big picture. Not every job fits into the remote-work mold – think of the hands-on work in hospitals, factories, or construction sites. Plus, within the same company, the chance to work from afar isn't the same for everyone.

This brings up real questions about fairness and how we ensure everyone feels valued and supported, regardless of where their work takes place. It's all about finding the right balance, ensuring your push for flexibility doesn't leave anyone behind.

Return-to-office mandates and employee trust

Return-to-office mandates have their appeal, but they can damage the trust and loyalty between employers and employees — especially if employees believe they can work just as well (or better) remotely, or if an employer’s previous statements or actions suggested that a return-to-office was unlikely.

Julian Lute, senior manager and strategic advisor at Great Place To Work, calls out the impact of shifting remote work policies:

“The issue is particularly pressing as many organizations have flipped their stance on remote work. Many initially embraced it, only to later claim that being in the office is crucial for team dynamics. This back-and-forth can undermine the trust and loyalty employees have in their employers, especially when they've proven they can work effectively from anywhere.”

Can flexible work help employees return to the office?

There are two sides to workplace flexibility. In our 2022 workforce study, remote workers say they are less likely to feel like they make a difference in their workplace. And only two in three remote and hybrid workers (65%) said they could be their true self at work. For fully onsite workers, that number rose to 71%.

Research also suggests that remote workers may feel more likely to be overlooked for opportunities or promotions.

On the other hand, a lack of workplace flexibility can have a disproportionately negative impact on BIPOC employees or employees who are dealing with high-stress situations such as caregiving responsibilities for children or elderly family members.

Not only that, but our research has shown that working from home is equally productive as working in the office — maybe even more so.

And with this, we’re seeing two vastly different opinions emerge. Some say workplaces need to embrace a remote or hybrid work culture if they want to attract and retain top talent. But then others say return-to-office mandates are required for a team to work to its full potential.

It’s no wonder so many managers’ heads are spinning.

The solution: involving employees in the decisions that affect them

Fortunately, our research has found that employee retention isn’t necessarily dependent on whether a workplace declares itself remote/hybrid. Rather, it is dependent on whether employees have any say in where and how they work.

This is where the danger of mandating a non-negotiable return-to-office becomes clear: it eliminates the employee voice and, by default, any sense of trust. When employees feel involved in the return-to-office discussion, they’re more likely to feel trusted, which in turn leads to higher employee engagement and productivity.

"카지노 커뮤니티 추천 that foster trust with their workforce are adopting a 'pull' strategy to encourage office attendance, in contrast to the 'push' strategy. While pushing employees might fill the office, it doesn't necessarily lead to increased productivity, innovation, or improved work experience," says Lute.

Other employee experience experts also explain that a blanket approach is ineffective.

“I don’t think there’s a single answer that fits what everyone needs. It changes from person to person and culture to culture,” says Jan van der Hoop, President of Fit First Technologies, a talent-matching platform focused on job fit.

“Any company who mandates a full-time return to office for everyone is at risk of losing their best talent… Top performers can take their skills and go find a new job. And I can tell you firsthand from talking to employers who have put their foot down, they’ve lost people.”

How are employees responding to return-to-office mandates?

According to our latest research on employee retention, the risk of employees leaving decreases when employees can choose where they work.

카지노 커뮤니티 랭킹 study found that employees are:

3x more likely to want to stay when they can choose between remote, hybrid, or onsite work
2x more likely to want to stay when their work team or group can choose their remote work policy

Among the employees we surveyed, only 43% of those under an employer mandate said they desire longevity in their roles. By comparison, 60% of those able to choose their work location said they wanted to stay with that employer long-term.

For employers struggling to attract talent and balance employee demands with company needs, this should come as a relief.

That’s because, despite what some of the more dramatic HR headlines may say, employees aren’t solely seeking work-from-home jobs. They’re seeking jobs that allow them to bring their full selves to work, by encouraging them do their best work while also acknowledging that they have lives and responsibilities beyond the workplace.

In other words, workplace flexibility and choice are the key factors when it comes to employee retention.

What are the challenges of introducing flexibility and autonomy in the workplace?

Introducing flexibility and autonomy into our workplaces comes with its own set of challenges, particularly as we navigate the aftermath of the pandemic. Lute offers insight into these complexities:

"Even before the pandemic, many companies were exploring ways to make work more flexible and to give employees more autonomy. The arrival of COVID-19 pushed these initiatives into overdrive.

“Now, we're faced with the challenge of making these adjustments permanent in a meaningful way. It involves rethinking how we foster connections when casual desk visits are less common, and how employees who became accustomed to smaller, more nimble teams during the pandemic can adapt to expanded operations and new expectations."

In the grand scheme of our modern work lives, this shift towards flexibility and autonomy is still in its infancy. Considering that the traditional office environment has been the norm for decades, it's understandable that fully integrating and optimizing these new ways of working will require time.

We're charting new territory in the workplace, and it's natural for there to be a learning curve as we all adjust to these changes.

Balancing workplace flexibility with fairness

As we reflect on the journey toward more flexible and autonomous work environments, it's crucial to acknowledge the varied landscape of our modern workforce. The reality is that not every industry or role lends itself to remote work.

In some fields, the nature of the job demands physical presence, while in others, the opportunity for remote work may not be uniformly available, leading to concerns about fairness and equity within the same company. This diversity in work experiences reminds us that a one-size-fits-all approach to workplace flexibility isn't just impractical; it's impossible.

Offering employees a say in where they work has been linked to numerous benefits, including increased satisfaction and productivity. However, this doesn't mean the right move is to give employees an unrestricted choice.

Effective remote work policies require thoughtful parameters that consider the nature of the work, its impact on colleagues and the broader company, and alignment with company values.

What about those who, due to the specifics of their roles, cannot choose their work setting? In these cases, companies need to engage in an open dialogue with employees. Understanding the underlying needs and perceptions of inequity among these employees allows for creative solutions that support work-life balance and psychological well-being, even if remote work isn't an option.

It's also important to remember that remote work isn't universally desired or beneficial. The advantages and drawbacks vary widely among individuals and organizations, reflecting the complexity of adapting to this model. What works splendidly for one may pose challenges for another, emphasizing the need for a nuanced approach to workplace policies.

In our debate on the future of work, we must remain grounded in the diverse realities of different industries and roles. The shift towards more flexible and autonomous working arrangements speaks to a broader evolution in how we define and approach work.

Yet, this evolution must be inclusive, recognizing the full spectrum of work environments and ensuring that our strategies are as adaptable and varied as the workforce itself.

카지노 커뮤니티 랭킹 goal should not be to champion remote work as the only path forward but to shape a workplace culture that values flexibility, equity, and choice within the practical constraints of each unique industry and role.

Make your return-to-office transition a success

Looking to ensure trust remains strong as your team transitions back to the office or continues working remotely? Partner with Great Place To Work and access our Trust Index™ Survey. It’s an effective tool for deeply understanding your employees' needs and concerns.

By working together, we can help you navigate the challenges and create a workplace where everyone feels valued, heard, and happy, no matter where they’re working from. Reach out to us, and let's start building a stronger, more connected workplace together.

Download our report, Unlocking the Secrets of Employee Retention, for strategies and insights on maximizing the employee experience in your workplace.

Research: 3 Employee Experiences Most Likely to Drive Retention

2024-01-30T07:01:35-05:00

Jan. 30, 2024 (Oakland, Calif.) – What experiences predict whether your employees are going to quit or stay?

New data from Great Place To Work® reveals three experiences that are highly correlated with employees wanting to stay with their company long-term. In a survey of more than 1.3 million U.S. employees, workers were:

2.7x more likely to stay when they say their work is meaningful
2.2x more likely to stay when they report being proud of where they work
1.7x more likely to stay when they say their workplace is fun

These three experiences came out on top in Great Place To Work’s proprietary Trust Index™ survey where workers were asked to agree with 60 statements about their workplace.

Great Place To Work, the global authority on workplace culture, has released a seminal report titled “Unlocking the Secrets of Employee Retention: Transform Your Workplace with Proven Strategies and Practical Insights.” Authored by Claire Hastwell, content program manager at Great Place To Work, this extensive report offers valuable strategies and insights for companies aiming to improve employee retention.

“Although workplace culture that prioritizes meaningful work, pride in one's job, and a fun working environment may seem like a “nice-to-have,” this report shows that all three priorities bolster a culture that aids retention and ultimately, the business,” says Seth Willis, implementation consultant at Great Place To Work.

The report highlights and provides examples of the essential role leadership plays in nurturing these experiences.

What experiences predict whether your employees are going to quit or stay?

2.7x more likely to stay when they say their work is meaningful
2.2x more likely to stay when they report being proud of where they work
1.7x more likely to stay when they say their workplace is fun

These three experiences came out on top in Great Place To Work’s proprietary Trust Index™ survey where workers were asked to agree with 60 statements about their workplace.

Highlights from the report:

Understanding the cost of employee turnover: The report delves into the significant financial implications of employee turnover, emphasizing the costs involved in recruitment and training, and highlighting the economic advantages of retaining employees.

Robust methodology: This comprehensive report is based on data from an impressive 1.3 million employees at Great Place To Work Certified™ companies in the U.S. The research spans a range of industries, job roles, and demographics, offering a diverse and inclusive analysis of the workforce.

Key drivers for employee retention: The study identifies “purpose,” “pride,” and “fun” as the primary elements influencing employee retention, challenging traditional beliefs about what makes a satisfying workplace and emphasizing the importance of meaningful and enjoyable work.

Leadership behaviors that impact retention: The research identifies specific leadership behaviors that are critical in retaining talent, including effective onboarding strategies and leadership that inspires and aligns with company values.

“Leadership is not just about guiding a team towards its goals; it’s about fostering an environment where every team member feels valued, heard, and motivated,” says Michael C. Bush, CEO of Great Place To Work. “카지노 커뮤니티 랭킹 research highlights that effective leaders are selfless, modest, humble, and willful lifelong learners that are a critical component in retaining talent and building a workplace where employees thrive.”

Company case studies: The report highlights the successful practices of companies like Altar’d State, Atlassian, and Nugget Markets, each exemplifying effective strategies related to key retention drivers.

Generational engagement and retention: Focusing on multigenerational workforce dynamics, the report offers insights into the motivations, values, and needs of Gen Z in the workplace.

Role of work location flexibility in employee retention: The report provides a detailed examination of how flexibility in work location impacts employee commitment, comparing the relationship between employer mandates versus employee autonomy in work location decisions.

Get the report today.

About Great Place To Work

Great Place To Work is a globally recognized authority in assessing and improving workplace culture. The organization assists businesses in evaluating and enhancing their work environment through comprehensive research, certification program, and culture coaching services, offering strategies for developing trust-based, high-performance workplace cultures. Its proprietary platform and Great Place To Work Model™ help companies evaluate the experience of every employee, with exemplary workplaces becoming Great Place To Work Certified or receiving recognition on a coveted Best Workplaces™ List.

Contact: Claire Hastwell: Claire.hastwell@myqiche.com

Revolutionizing Employee Retention: Key Strategies and Benefits to Foster a Motivated Workforce

2024-01-10T11:57:22-05:00

Cisco’s Kelly Jones on Making Hybrid Work Successful

2024-01-09T02:00:29-05:00

“People need flexibility and choice. It's crucial to employee engagement, particularly during times of change, which we're all kind of living in all the time.”

On this episode of the Better podcast, Kelly Jones, chief people officer at Cisco, shares what's on her mind as we start a new year. (Hint: trust.)

We also dive into new research around remote and hybrid work, and the impact mandates have.

And, she shares the five questions people managers at Cisco ask in every check-in, including what did you loathe about your week?

She also reveals the secret behind making the Fortune 100 카지노 커뮤니티 추천 To Work For® List for 26 years.

On navigating hybrid work successfully:

We don't have a mandate. We were very flexible even before flexible work became a thing. It's been a differentiator for us in how we attract and retain talent.

People need flexibility and choice, it's crucial to employee engagement, particularly during times of change, which we're all kind of living in all the time. What we learned wasn’t that people don't want to come in. They just don't want to come in and work asynchronously. What doesn't work is just saying, "Come in these two days because I want to see you."

The types of things that work that we've seen are aligned to learning, collaboration, and different moments and innovation cycles for brainstorming and celebrations.

On why HR and culture leaders should prioritize trust:

One of the things that is really on my mind is trust. It's the most valuable currency that we have with our employees. Trust followed by time — the amount of time that our leaders spend with our teams.

How we navigate in an increasingly complex world and ensure that our teams always understand the why behind any decisions that we make is really important. One of the things I've noticed is whether your employees always agree with you or not on decisions that you're making — if they trust you and they know that you're doing it with their best interests in mind, and they have a history of knowing that you show up for them, that trust is a very valuable currency for organizations.

Attend our annual company culture conference May 7-9, 2024

On what questions people managers ask in weekly check-ins:

We have kind of a ritualized weekly check-in with our leaders and teams. We ask them to check in and answer a few top-line questions that end up driving a conversation.

Did you get the opportunity to use your strengths every day this week? One to five.
Were you able to provide great value this week? One to five.
How do you feel about the value that you provided?
What did you love that happened this week?
What did you loathe that happened?

“Loathe” is intentionally a divisive word because what we're trying to find out is are our employees working in their strengths? And when leaders understand when they're truly leveraging the strengths of their employees, they can better direct them to the type of work where we're going to get the best outcome.

On the secret to making the Fortune 100 카지노 커뮤니티 추천 to Work For® List:

Cisco is a big company and I think there's this misperception that there's this huge financial engine. It's not it at all. What is at the center of everything is understanding the experiences of all of our employees.

We have a powerful team in our employee listening space, and one of the things we do at Cisco is we put that at the center of all of our employee design. We've learned that when you design with a community not for a community — even if that community is your entire ecosystem — you are going to get better results.

We are not an organization that sits around as a people team and says, "Gosh, this is a good idea, let's go do it." We don't incubate like that. We incubate through the voices of all of our employees and understanding that becomes incredibly important. That's very much woven into the fabric of our people team and how we go about our work.

I think sometimes you look at talent programs and you assume there's a smart person making decisions about the talent programs. The smart people making our decisions are our employees. They're guiding how we make these choices.

Listen to all episodes

Subscribe to Better wherever podcasts are available so you don't miss an episode.

Leadership Behaviors That Drive Retention: A Deep Dive

2023-12-13T07:00:23-05:00

Are you struggling to retain your top talent? Do you want to uncover leadership behaviors proven to drive employee retention? If so, this is the webinar for you.

In this session, we will reveal the findings from our analysis of over 1.32 million employee voices, showing you exactly what the top drivers of retention are when it comes to leadership behaviors. You'll learn how to model these behaviors in your organization to keep your team engaged and committed.

Here’s a glimpse of what you can expect:

The Power of Welcoming: Discover the impact that a warm and inclusive onboarding process can have on your employees' decision to stay.
The Role of Inspiration in Retention: Learn how leading with integrity and purpose can inspire your team and drive retention.
The Great Place To Work© Model & Retention: Uncover the components of this model and how it can improve your organization's retention rates.
Implementing Purpose and Pride at Work: Find out how to foster a sense of purpose and pride within your team.

But we can’t give away all our secrets here - watch the webinar to learn more!

{loadmoduleid 2494}

How Toxic Company Culture Is Driving Employee Turnover

2023-04-21T11:52:35-04:00

Research into toxic workplace culture reveals how a lack of inclusion, fairness, and purpose at work is causing employees to leave their jobs in droves.

Toxic company culture is a lot like catching a nasty bug. It can spread quickly, and before you know it, everyone's feeling under the weather.

Toxic vibes can race through an organization, with people picking up on bad habits and negative attitudes. When employees see others gossiping or treating their colleagues unfairly, it's easy for them to fall into the same pattern, and soon enough, the whole atmosphere takes a hit.

Toxic company culture has increasingly become a significant concern for organizations, as more employers are waking up to how company culture can have a heavy sway on employee turnover, employee morale, and productivity. Addressing and transforming an unhealthy culture is crucial for the long-term success and sustainability of a business.

In 2022, MIT Sloan Management Review published a survey that delved into the role toxic culture played in the Great Resignation.

After analyzing 34 million online employee profiles, researchers found that "a toxic corporate culture is by far the strongest predictor of industry-adjusted attrition and is ten times more important than compensation in predicting turnover."

According to the MIT analysis, toxic company culture is characterized by a lack of diversity, equity, and inclusion, workers feeling disrespected, and unethical behavior within an organization. Such an environment can lead to high employee turnover, low morale, and decreased productivity.

What are signs of a toxic work culture?

Key signs of a toxic workplace culture include:

1. Unfair treatment or discrimination

2. Exclusionary behavior or cliques

3. Lack of workplace trust and support among team members

4. Excessive workload and unrealistic expectations

5. Poor communication and lack of transparency

7. High levels of stress and burnout

8. High employee turnover

Great Place To Work® research reveals the same about employee retention and flight risk drivers.

In our 2021 survey of more than 330,000 U.S. employees, those who said they didn’t intend to stay at their company a long time pointed to the absence of the following as key culprits:

Purpose in their work
Looking forward to coming to work
Feeling proud to work at their company
Diversity, equity, inclusion and belonging

Let’s narrow in on that last one: diversity, equity, inclusion and belonging (DEIB). Employees with low intent to stay raised these concerns about issues relating to equity and inclusion:

Gender equity
Fair promotions
Fair pay
Equal and limited opportunities

The same study also revealed that underrepresented minority groups were at the highest risk of leaving.

Changing a toxic company culture

If toxic company culture is the problem, can it be fixed?

In short, yes. But it will take time and consistency.

"Rebuilding trust is possible," says Julian Lute, senior strategic advisor at Great Place To Work. "Steady, consistent focus in the right places will help you gain traction in support of your efforts to be better."

Julian recommends three ways leaders can start to change toxic company culture:

1. Accepting accountability for past mistakes and current issues

2. Following your words with your actions, demonstrating a commitment to change

3. Committing to ongoing, transparent, and two-way communication with employees

Many organizations that achieve Great Place To Work Certified™ status score high on fairness, equity, inclusion, and belonging (DEIB) efforts and experience high retention figures.

Take the company Bitwise Industries, which tripled in size over the last two years while others struggled to hire and retain staff.

CEO and founder Jake Soberal credits the rapid workforce growth to their commitment to diversity and individualism and meeting employees' needs (rather than only expecting employees to meet company needs).

"It's not: we will tolerate you, we will charitably serve you," he says. "It's: you are essential to our collective success. We have continually gotten better if for no other reason than we've added wonderful people who have expanded the edges of that culture and enriched it."

Focusing on employee needs pays unending dividends, as evidenced by decades' worth of research. Organizations that prioritize connecting purpose to employee work and fostering diversity and inclusion, among other things, experience a positive workplace culture and higher retention.

Using employee surveys to fix toxic company culture

Employee surveys can be an incredibly powerful tool for diagnosing a toxic company culture. Just like a doctor uses tests to identify what's causing a patient's symptoms, we can use surveys to get to the heart of any issues within our workplace.

Surveys can help you pinpoint problems preventing you from creating a more positive environment:

Gathering honest feedback: Surveys give employees a safe space to share their thoughts and experiences, confidentially if needed. By encouraging honest feedback, you can gain valuable insights into how your team members truly feel about the work environment and identify areas that need improvement.
Spotting patterns and trends: By analyzing survey results, you can identify patterns and trends in engagement, collaboration, and willingness to recommend their workplace. This information helps employers recognize potential issues, like favoritism, lack of recognition, or poor communication, that may be contributing to a toxic culture.
Inclusivity and representation: Surveys ensure that everyone's voice is heard, no matter their role or position within the organization. By including all employees in the process, we can better understand the unique experiences and challenges faced by different individuals and groups.
Measuring progress: Regular surveys allow us to track our progress over time. As we make changes to address the issues uncovered in the surveys, we can gauge the effectiveness of our efforts and make any necessary adjustments to keep moving in the right direction.
Encouraging open communication: Surveys can help foster a culture of openness and transparency, demonstrating that leadership values employee input and is committed to creating a positive work environment. This can encourage team members to share their concerns and ideas more openly, both during the survey process and in their day-to-day interactions.
Identifying strengths and opportunities: While surveys are excellent for spotting problems in a toxic company culture, they can also help us recognize what's working well. By celebrating our strengths and building on them, we can create a more resilient and positive culture that benefits everyone.
Building trust and collaboration: When employees see that their feedback is taken seriously and leads to meaningful change, it can strengthen trust and collaboration among team members. This shared commitment to creating a healthier work environment can bring everyone together and make the organization stronger.

Is your workplace showing signs of a toxic culture?

The Great Place To Work Trust Index™ Survey can be your secret hidden ace in diagnosing a toxic company culture. Gather honest feedback, spot patterns, and measure progress, all while fostering trust and collaboration. Ask us today about how we can work together to help you create a happier, healthier workplace for everyone.

8 Workplace Wellness Trends 카지노 커뮤니티 추천 Are Prioritizing in 2023

2023-03-12T07:00:12-04:00

Is 2023 the year when companies walk back pandemic-era efforts to improve well-being?

How will employers invest in their workplace wellness in 2023?

Some companies are cutting costs to increase profits. Google dismissed its head of mental health and well-being as part of its recent layoffs, along with others on the mental health team.

Wellbeing Trends in 2023

Employee well-being is one of the biggest differentiators for companies on the 2023 Fortune 100 Best 카지노 커뮤니티 추천 to Work For® List compared with a typical company. For employees at one of these top companies, 83% report having a psychologically and emotionally healthy workplace. At a typical U.S. company, only 52% report the same.

Even for industries particularly disrupted by the pandemic, high levels of mental health on the 100 Best list strongly outperformed the average.

And the benefit? 카지노 커뮤니티 추천 on the 100 Best saw big leaps in productivity, even as annual U.S. hit a record low, per the Bureau of Labor Statistics.

“Economic uncertainty may be a test of companies’ mettle in maintaining a commitment to investment in employee wellness — especially at current levels,” says Dr. Tamarah Duperval- Brownlee, (or Dr. Tam, as she's more widely known), chief health officer at Accenture. “Will they be able to continue offering a robust and holistic employee experience? That will be a challenge.”

A challenge that companies like Accenture, No. 5 on the 2023 100 Best list, are taking head on.

Experts at Great Place To Work® argue this is exactly the wrong time to pull back on well-being. Research has shown that the employee experience directly correlates with a company’s ability to thrive in a recession.Here’s where companies that are investing in well-being in 2023 are focusing:

1. Focus on flexibility.

“We know it's not a one-size-fits-all approach,” shares DeAnne Aussem, well-being leader at accounting giant PwC for its U.S. and Mexico operations. “We know our people are at different points in their professional and personal lives.” For PwC, No. 30 on the 2023 100 Best, flexibility means personalizing the work experience, from remote work policies to offering time away from the job.

“We were the first of our peers to introduce virtual roles to all of our 40,000 client service professionals, and about 78% or so at that time chose a hybrid option,” says Aussem. “We heard a lot of great feedback about how much our people appreciated being able to choose — we even saw an immediate 20% increase in job applications to the firm following the announcement.”

Flexibility is also an important part of the well-being strategy for employees who can’t work remotely.

“For our hotel teams, we're driving flexibility and choice from a scheduling perspective — giving associates more control over their situation and providing more choice over the hours and days they work,” says Judy Fennimore, vice president of benefits for Marriott International (No. 10 on the 2023 100 Best).

Financial services firm Synchrony, No. 20 on the 2023 100 Best, is also thinking about flexibility for all workers, not just salaried office employees.

“We've launched new pilots and programs to better meet the needs of our hourly associates,” shares DJ Casto, chief human resources officer for Synchrony. The company has invested in accommodating employees’ preferred schedules, including splitting some shifts into two and offering 30-hour work weeks with access to full-time benefits.

To be this flexible, organizations have to embrace a different operational strategy, one that prioritizes outcomes rather than “productivity theater.”

“Employees want less prescriptive management of how they spend their time and more focus on the high impact results they deliver,” says Accenture’s Dr. Tam. "They want more flexibility during the day and expectations have shifted around always being 'on' or round-the-clock availability for work."

2. Fight burnout with time off.

“As we continue into 2023, the biggest threat to employee well-being is burnout,” says Casto.

In a new study from UKG’s Workforce Institute, almost half (42%) of middle managers say they plan to quit in the next year due to workplace stress and anxiety.

To fight burnout, the strategy is simple: Get employees to take breaks and recharge.

PwC created a program where employees can take a leave of absence of four weeks to a maximum of six months while retaining 20% of their pay and benefits. Employees qualify for the benefit as long as they work 30 consecutive days before starting their leave.

“It gives them time to do something else they are interested in and passionate about,” explains Aussem.

“Today’s workers demand an employer who listens and acts — or they will leave for one who does." - DJ Casto, CHRO, Synchrony

Similarly, Synchrony offers a sabbatical, where employees can take up to one year of dedicated time off while retaining full benefits or reduce their work schedules. Synchrony employees qualify for the benefit after being with the company for at least one year, and can use the time to focus on themselves personally or professionally.

PwC has also made it a priority to encourage all employees to take a week off at the same time twice a year, allowing everyone time away without emails and to-do lists piling up on their desks.

“What we try to do is have the vast majority of our folks fully disconnect together,” says Aussem. When the whole company takes time away at the same time, the result is a behavior change where colleagues support each other in their attempts to fully log off.

Synchrony also encourages employees to take time away from work. The company launched “Flex Fridays” to combat meeting fatigue, with employees encouraged to avoid morning meetings on Fridays and take the afternoon to unplug from work.

3. Invest in caregivers.

“Caregiver responsibilities and other challenges continue to increase for the sandwich generation — people having to care for both aging parents and children — and for working parents,” says Demetris Crum, vice president, total rewards at AbbVie. “These responsibilities not only strain work-life effectiveness, but also take a toll on mental health.”

AbbVie, No. 79 on the 2023 100 Best, provides increased caregiving support for a range of needs, including backup care for child and eldercare, mental health support, tutoring discounts, and online homework assistance. For U.S. employees in 2022, AbbVie introduced caregiver leave: four weeks of paid leave (and eight weeks of unpaid leave) in a 12-month period to care for a family member with a serious health condition.

To fight burnout, the strategy is simple: Get employees to take breaks and recharge.

For Synchrony, concern for caregivers led to increased family leave, up to 22 weeks fully paid for birthing parents, which can be taken at any time during the child’s first year. The company also expanded its back-up care program to help employees with elder care or childcare needs.

4. Offer financial education.

Financial stress has been on the rise amid rising inflation and recession fears.

“We understand that the uncertain economic outlook may cause concerns for associates,” says Fennimore. “As a business, we're focused on proactively addressing these concerns and investing in more financial well-being education and resources over the coming year.”

Marriott recently enhanced its retirement plans, launched an employee stock program, and offers financial wellness programs designed to educate employees on how to build financial stability.

5. Prioritize mental health.

Mental health continues to be a crucial concern for employers in 2023.

Just 16% of U.S. workers are in a high state of well-being, according to Great Place To Work, which corresponds to a recent Gallup poll that found 19% of U.S. workers rate their mental health as fair or poor, costing $47.6 billion in unplanned absences from work each year.

“It's clear the pandemic has exacerbated the rates of stress and loneliness, and at Marriott, we’re focused on supporting associates’ mental health,” says Fennimore.

According to research from UKG, employees say managers have a greater impact on their mental health than doctors or therapists.

For Marriott, mental health support includes free access to a digital mental well-being platform that offers personalized resilience solutions and training, and mental health coverage in health care plans.

6. Develop a sense of belonging.

For leaders who are concerned about fractured relationships and a lack of cohesion across their workforce, it’s time to focus on belonging and camaraderie.

“The pandemic has changed how we work,” says Dr. Tam. “People are feeling a range of emotions about the experience. Employers who focus on re-building community will help their employees return to where they’re thriving.”

At Accenture, building community also includes a look at diversity, equity, inclusion, and belonging (DEIB). A potent tool? Employee resource groups (ERGs).  

Listening is also how leaders show their commitment to well-being as a company value.

“카지노 커뮤니티 랭킹 people also have access to affinity groups that align with their interests and foster a sense of belonging,” says Dr. Tam. "카지노 커뮤니티 랭킹 ERGs provides opportunities for networking, professional development, and community involvement."

7. Leverage technology.

Several of the leaders we spoke to are excited about the power of technology to create solutions that improve the well-being of workers.

At PwC, coordinating employees’ time off is made possible by a digital assistant that makes it easier to plan and take uninterrupted time off. “The use of technology to help drive that positive behavior change is what we're aiming for,” says Aussem.

Accenture predicts more and more companies will use virtual and digital tools to create more robust well-being programs. “카지노 커뮤니티 랭킹 people can access in-person and virtual counseling through digital tools like Calm and Wysa and an internal Mental Health Ally program,” Dr. Tam offers as examples.

8. Listen, and then listen again.

Every leader we spoke with highlighted the importance of listening to your people to determine the best well-being solutions for your organization.

“Today’s workers demand an employer who listens and acts — or they will leave for one who does,” says Casto.

“We have a variety of listening channels,” says Aussem about how PwC seeks feedback. Channels include focus groups, staff councils, employee resource groups, and surveys.

“We are relentlessly focused on getting feedback from our people to validate that what we're doing is working, and it’s even more important in helping us understand what else our people may need from us to succeed.”

Listening is also how leaders show their commitment to well-being as a company value.

“Employees are looking for a culture where their leaders and teams are committed to their well-being as a priority,” says Dr. Tam. “They want employers to take a step back and recalibrate ways of working to support their well-being.”

Make a list

Think you belong on one of our Best Workplaces™ lists? Start your journey today with 카지노커뮤니티™ and share your company story with the world.