In my first article on this topic I shared my views on:
- Who the right people are
- Why getting them is so important
- Why attraction and retention matter
- How we got to this current position which is challenging for employers
In this second of four articles on the topic I am sharing the things I believe attract the right people to firms and contribute to them staying.
There is a significant body of research on engagement, which aligns with what I see in practice. Some of the things identified that lead to engagement and ultimately retention are:
Some sense of control of what work, when, where and how (flexibility)
Some sense of being good at something – often this means playing to a person’s strengths
A sense that what I am doing is worthwhile
Notwithstanding the desire of autonomy, the sense that I belong (to a business that has a vision)
A sense of growing personally and professionally
Being acknowledged for my contribution and achievement
Love of the work
I get to do something I love, at least some of the time
Competitive remuneration and benefits
I’m paid appropriately for what I do
I feel safe, comfortable, supported by my physical workplace and get to use modern ways of working (digitally and with great software tools)
I like the other people I work with, or at least respect them, particularly my direct supervisor
Give your firm a score out of 10 for each of these 10 elements. 10 is perfect, couldn’t do any better and 1 is awful. Then think about what you could do to raise those scores. Also think about how you think your team would score you, or even better, ask them!
In short, I’m convinced if a firm can deliver on these elements of engagement and promote this delivery in the market place, then that firm is going to succeed in attracting and retaining the right people.
Next month I’ll share some tips on how you can deliver and promote these elements.