August 8, 2023
It would be wise for business leaders to take notice. While it can be difficult to identify how to best foster an employee’s sense of purpose, an organization can implement specific management methods to promote a more synergistic relationship with employees. In this post, we’ll provide 3 examples of employee retention strategies and how they help increase active engagement and reduce turnover.
The relationship between employee and employer begins with recruitment. Effective communication of a company’s mission from the outset can lower the risk of misalignment of each party’s purpose and goals.
SnapCab Founder & CEO, Glenn Bostock, knows the importance of ensuring a prospective employee has a solid understanding of the workplace culture prior to hiring. SnapCab manufactures high quality, customizable privacy phonebooths, meeting pods and elevator interiors. “Part of the process is that the candidates are required to watch about one hour of videos on our careers page that clearly outline SnapCab’s goals to grow the company in the form of employees collaborating together more like a community of friends with a similar interest to take care of our customers,” says Bostock.
Additionally, candidates are asked to include an introductory video in their application. Consider Steven. Steven is excelling at the company and is a testament for how well this system works. What stood out in his application was his desire to contribute. Bostock explains: “He says, ‘I do not bring a lot of trade skills… my work has been in working with people… I am a man of integrity. I am willing to work hard. I am excited to learn new things… and use them to contribute to building something.’” Steven was hired as a factory floor worker. It didn’t take long for him to move on to the Employee Experience department and was recently sent on a study mission in Japan to become a Lean Manufacturing trainer. Bostock credits SnapCab’s robust recruitment process and intentional hiring decisions for stories like this. It simultaneously prioritizes the good of its people and the aims of the company at large.
“An individual’s career is at the center of what we do,” explains Lori Dipprey, Chief People Architect at consulting firm Pariveda. “Each individual receives a mentor that is fully invested in helping that team member develop as a person on their own journey. Most mentors only have three to four mentees so they can maintain a high-touch relationship.”
The value of focusing on helping employees reach their fullest potential cannot be understated. At Pariveda, the opportunity to engage in a personalized mentoring program is a major part of the work culture. These relationships can often form organically and benefit from an implemented set structure. Ensuring mentors and mentees meet at least once per month is conducive to a collaborative effort in setting long- and short-term goals and developing positive habits.
Dipprey goes on to say, “Employees are feeling more empowered to choose their own career path and choose a job that works with their personal goals. If they don’t believe their employer is invested in them and their personal aspirations, then they will move to a position where they can find that fulfillment.” Investing in employees like this helps stave off disillusion with mentors offering a supportive, attentive ear to help encourage their mentees’ intrinsic motivators.
Many employees describe feeling disengaged at work because they can’t see their job descriptions leading to a fulfilling future. They carry out the functions of their positions, but their tasks lack real meaning. They can carry out their assignments but are left feeling like they aren’t a part of something important. That’s where “job crafting” comes in handy.
This feeling can be mitigated when management works to understand the goals of their direct reports. “A supervisor would sit with the person they manage and seek to identify changes in the tasks of the work, the relational features of the job, or the way employees think about the work—broadly called task, relationship, and cognitive crafting,” explains Peter Boumgarden. “This kind of one-on-one conversation is one path toward ensuring strong goal alignment for those they manage.”
Different things drive different individuals. “Job crafting” requires experimentation from the supervisor to figure out what works for each direct report. While one employee may be motivated when the employer invests in their personal and professional development, another might prefer to see that investment in terms of a salary pay raise. This strengthens an employee’s connection to their work because a clearer line to where they want to be in life. As Boumgarden notes, fueling this type of overlap gives employees a greater sense of purpose and drives them to perform at their highest levels.
Employees with aligned goals who see a genuine path for growth will be more engaged and less likely to seek employment elsewhere.
Employees with aligned goals who see a genuine path for growth will be more engaged and less likely to seek employment elsewhere. Turnover is costly and these strategies will help address employee retention. By ensuring alignment during recruitment, investing in mentorship programs and practicing “job crafting,” it is possible for business leaders and employees alike grow and thrive together.
Interested in learning more? Check out our Youtube Channel.
For more information or for interview requests, please contact Carla Bostock at Carla.Bostock@SnapCab.com
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