Making certain the best staff stick around means keeping your business brand simple.
It really simply goes without saying that each organisation requires a great employment brand. This boils down to clarity and acknowledgement. Whenever your company name is mentioned to a future employee, what do they say? A great employment brand generally means they’ll say:
“I understand exactly what this business does, it does…”
“It would have been a great area for me to work because…”
Each time a business shows itself to the employment market, it has to ensure that these questions are answered efficiently and consistently. For many employers, and in particular little ones, the key for this is their site. I frequently examine sites and when I click the ‘come and work for us’ button I see a confusing collection of stuff. You should keep this simple; the typical person browses a site for only about two minutes. Quite simply what your organisation does and why it’s a great spot to work are the sole things a future employee must understand initially.
Another critical aspect is preventing a negative employment brand, specially for employers who manage in small towns or regional centres; it requires just a modest number of workers who’ve had a poor experience to damage your employment brand. Lately I stumbled on a Facebook page where potential university graduates were talking about in great detail their satisfaction or dissatisfaction with graduate offerings from leading firms in Australia. It surprised me how a number of the answers went viral across many university campuses within the space of a couple of days.
Also understanding just who your competitors for talent is significant. I did some comprehensive research a couple of years ago looking at key regional business operations which were fighting to bring labour. The analysis got down to a really granular level and leaving aside the folks who stream into the CBD each morning, most employees, particularly blue collar employees, travel only between 40-60 minutes to work each morning (a little more in country areas).
This means many businesses run in a localised employment market. Draw a circle all around your organization operation & the majority of the workers will dwell within that travelling radius. What the research found was that the company concerned needed to comprehend who they were competing against for labour through this localised employment marketplace and why workers selected them or their opponents. This knowledge offers a competitive advantage.
Again reflecting on research undertaken in the height of the past mining boom (2007), resigning within the very first five years of employment did so within the very first 18 months; that is they joined, had a look and left. My immediate reaction was that it wasnt the Gen Y variable but the demographics of the workers didn’t support this.
This research was followed up with a few extreme focus group work. The findings were:
- Most jobs were oversold to applicants- notably by thirdparty recruiters
- New employees felt lost and an imposition on staff
- New workers were too embarrassed to ask what they wanted and needed to know when they started.
You should think about, if you would like to capture workers early:
- Your recruiting process- Is it providing timely responses to candidates about what’s occurring, where they’re in the recruiting procedure and what the next steps are in the procedure?
- When an employee starts – first impressions, have everything prepared for their sake on the very first day
- Proper introductions – on day 1, have a program prepared to allow the brand new recruit know who individuals are and how things work
- Buddy program – give a designated buddy to each new worker and receive the buddy to personally look after them for at least the first couple of weeks.
Welcome to the company – have some sort of welcome event within the very first three to six months. For a tiny business this might be just having a sandwich with all the owners. For a bigger company it could be having lunch with the new employee. In other words, make the employee feel significant.
Not only can it get you through those awkward first 18 months, but it’ll get your own workers up and running and being successful contributors much quicker.