Unintentionally, many of us allow our good people to resign. And then resort to recruitment to find other good staff.

At times like this, when it is hard to find good people, this is not particularly effective…

What if, instead, we reviewed our retention policies – not after a staff member has resigned, but before?

What if we were proactive about it – and made retaining good staff our highest priority?

If we did, what might this look like?

  • We could treat people as our equal – as worthy of our trust and respect
  • We could find out what matters to them and offer this, or the chance to pursue it, where this is possible
  • We could ask them for input on improvements to their area of the business – and let them know we value their input, while improving the company
  • We could let them know we appreciate them, as people, as well as for their contribution to our business
  • We could offer them flexibility in those areas where our business can sustain it, so that as far as possible, they can live their life the way they want to
  • We could be open and transparent, and make it safe for them to be open with us
  • We could regularly let them know how well they are performing – and support them to improve their performance – so they can meet their (and our) standards
  • We could create a team environment, where people feel they belong
  • We could find ways to be more generous – recognising that when we give, we receive more in return

In short, we could value them.

We all instinctively know the importance of this. But how often do we act on it?

The Alternative Board - OwnersAuckland WestHow to keep your best people on board
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