HR & Recruitment

 1d

Why Employee Retention is More Than Just Job Security: Building a Thriving Workforce


Employee retention is a crucial topic in today's workplace. Many people think it's just about job security, but there is always more to the story. While, of course, it is important to ensure employees have stable jobs and steady paychecks, the focus should also be on employee retention. To truly keep employees and help them flourish, businesses must focus on workplace culture, engagement, growth... opportunities and overall satisfaction. This article shows how all kinds of different elements contribute to retaining a productive and motivated workforce.

For many years, it was thought that offering stable jobs and steady paychecks was enough to keep employees loyal. While financial stability remains important, it is not the only thing employees care about. People want to be recognized for their work and feel valued, even a simple "thank you" can boost company morale. Employees who feel appreciated are more likely to devote themselves to their work and the company.

Opportunity for career development is another crucial element. Employees do not want to feel stuck in one place with no return. They want to look for ways to refine their skills and take on new challenges, not only be monotonous. An opportunity for promotion or personal growth can prompt them to stay with the company. In addition to this, work-life balance is also becoming increasingly important and talked about. Giving options for flexible hours, remote work options, and understanding of other responsibilities can help employees balance their personal and professional lives.

Workplace culture also has an impact on employee retention. A positive culture builds trust and encourages employees to align with the company's values. When people feel that their beliefs match with the company's, they are more likely to feel connected to their work.

Building and having trust between employees and managers is indispensable. If their leaders are honest, supportive, and available, employees will feel more secure and valued. This trust can be built by having open conversations and fair treatment of everyone. However, a lack of trust can lead to dissatisfaction and increased turnover.

Another segment of a positive work culture is cooperation. Employees want to feel like they are part of a team that works together towards the same goal. When teamwork is encouraged, employees feel supported and feel a sense of belonging.

Employees want to learn, grow, and make progress in their careers. Providing these opportunities is a key to retaining employees. When employees feel like they are not moving forward or have the opportunity to, they are more likely to leave for other companies that offer growth opportunities.

There are ways to reduce employee retention by using an employee retention program. These training programs, workshops, mentorships, and team-building activities can help employees refine their skills and prepare for any new challenges. The company can encourage growth by offering challenging projects that push them to develop new skills. These opportunities not only keep employees engaged but also make them feel they are growing along with the company.

Engagement goes beyond being occupied at work, it also means having an emotional connection to the job and the company. Engaged employees are more productive, creative, and devoted. Boosting engagement can be done by listening to employees, and creating a sense of belonging and recognition.

Feedback systems like surveys, suggestion boxes, and one-on-one meetings give employees a platform to speak up and be listened to. When employers act on this feedback, it makes employees feel heard, safe and valued.

Employees want to feel like they are a part of a community. To foster this sense, companies can organize team-building activities and celebrate important milestones. Having a supportive environment where everyone is included fosters this sense of belonging, ensuring employees can always reach out to one another and the company itself.

Recognition plays a major role in engagement. Everyone wants to feel recognized for their work, so employees who feel their efforts are noticed and appreciated are motivated to continue progressing. Recognition can come in different forms, such as bonuses, formal awards, or even a simple "thank you" can make employees happy.

Job security and stable income are important, but they are no longer the only requirements to keep employees. Building a thriving force takes more than just the bare minimum. Employees want to feel included, engaged, valued, respected, supported, and recognized. They need opportunities that allow them to grow and have a work culture that aligns with their values. Their efforts need to be seen and recognized. It is important to promote work-life balance to keep employees healthy and focused.

By focusing on engagement, development, and work culture, companies can create an environment that can make their employees stay. This kind of motivating and safe space makes sure that employees are not staying just for a paycheck but for the company itself. Giving them space to flourish as individuals and employees can positively impact the company and give it a positive promotion. When everyone is satisfied and devoted, everyone wins. Retention becomes easier and the company benefits from having a skilled and thriving force behind it. more
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Victoria Ayo
HR & Recruitment 3mo

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My name is Victoria Ayo. I have a bachelors degree in social work and social administration. I am looking for any available opportunity in the field of Social work or Administration. I am open to travel in any part of the world .
Reach me on email: victoriaayo027@gmail.com and on phone or WhatsApp +256777964493
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HR & Recruitment

 2w

Social Media Background Checks on Candidates: The Dos and Don'ts for Recruiters


Social media background checks have become a common practice when hiring people. By reviewing a candidate's online presence, recruiters learn the applicant's character, work ethic, and cultural fit.

According to a survey from The Harris Poll commissioned by Express Employment Professionals, 60% say employers should screen all applicants' social media profiles. 69% also believe looking at... candidates' social media profiles is effective.

Contents

What are social media background checks?

Why conduct social media checks?

The pros of social media background checks for HR

The cons of social media background checking

How do social media background checks work?

The dos and don'ts of conducting social media background checks

What to look out for with social media background checks

Recruiters and hiring managers now consider social media background checks (or social media screening) as part of the hiring process. This entails recruiters reviewing candidates' public online presence -- profiles, posts, comments, and interactions (e.g., on LinkedIn, Facebook, Instagram, Threads, or X).

Through this process, recruiters gather additional information about candidates beyond what they've included in their résumé or said during interviews. These insights help HR evaluate each candidate's character, behavior, and overall fit with company culture.

HR may conduct social media background checks on job candidates and prospective employees for several reasons. One is to ensure consistency with candidates' applications, which entails browsing LinkedIn to cross-check the accuracy of the education or work history disclosed on their résumés and during their interviews.

A recruiter may also screen candidates for inappropriate behavior that could damage the organization's reputation if they join the company. This includes offensive language, discriminatory statements, or evidence of illegal activities.

Also, recruiters and hiring managers look for signs that a candidate's personality aligns with company values and workplace culture. This entails checking if they're involved in any cause or have relevant professional interests to validate their legitimacy, especially if they're required to be a thought leader or expert within a particular field.

Doing this also gives you the opportunity to look at their professional network, which is useful for roles that require a network to tap into for sales or other opportunities.

In response to university protests, law firm Sullivan & Cromwell employed a third-party investigator to intensify their vetting process for new hires. It also conducted a detailed review of candidates' social media activities to identify any involvement in demonstrations where antisemitic slogans were chanted, even if the candidates themselves did not use such language. The firm stated that it did so to assess the potential impact of candidates' public actions on its reputation and client relationships.

Here's a step-by-step guide to help ensure your social media background checks are fair, ethical, and compliant with labor laws:

Create guidelines that explain what information is relevant and acceptable for evaluation, such as professional behavior, communication skills, and cultural fit. Include the platforms you want to review (e.g., LinkedIn, Threads, or X, etc.) and the criteria for passing or rejecting the candidates.

Ensure your policy complies with relevant laws (e.g., anti-discrimination laws like EEOC guidelines in the U.S. and privacy regulations like GDPR in the E.U.).

→ Example: Your company decides to check only public profiles on professional platforms like LinkedIn and limit personal platform reviews (such as Instagram) to specific cases where job roles (e.g., marketing) require social media expertise.

Explain to candidates the purpose of the screening, what platforms you'll review, and how you'll use the findings before obtaining their written consent. This helps build trust and transparency while complying with privacy regulations (e.g., GDPR, CCPA). Also, ask them if they have any questions or concerns about the process before proceeding with the screening.

→ Example of written consent: "By signing this form, you give [company name] permission to review publicly accessible professional information on your social media profiles, such as LinkedIn and X. The purpose of this review is to verify your professional qualifications and assess your cultural alignment with our organization."

When performing social media checks, HR professionals must strictly comply with several laws:

Assign a trained HR professional in your team or third-party service provider to review candidates' social media profiles. Avoid assigning this task to the recruiter or hiring manager who has to interview the candidate. This helps maintain objectivity and fairness throughout the hiring process.

Select only job-relevant social media platforms to assess. Review LinkedIn to validate work experience, educational background, and professional recommendations. Check X to gauge industry engagement or thought leadership. If hiring technical professionals, view the candidate's GitHub or Behance page for their portfolio and sample works.

Have a consistent checklist for all platforms to ensure a fair screening process. For example, when reviewing a candidate's LinkedIn profile, take the following steps:

When background-checking on LinkedIn, use the 'Hide Candidate Photos and Names' feature to assess candidates based mostly on their skills, qualifications, and work experience. To enable this option:

Provide the hiring manager with only information relevant to the job. You can share details regarding skills validation and professional behavior indicators. If you've identified some red flags, discuss them objectively and allow the candidate to explain or clarify them during the interview.

Also, a standardized template should be used to note findings uniformly across all candidates. For example:

Before you decide to reject a candidate based on your social media findings, ensure your reason for doing so is job-related. Document your conclusions thoroughly to avoid legal risks, and offer feedback if appropriate and legally permissible. Being transparent improves the candidate experience and protects the employer's reputation.

Record your findings securely and allow only authorized HR staff access to them. Dispose of social media data properly according to company policies and data protection regulations (e.g., GDPR).

Here's what you should look out for when conducting social media background checks on job candidates:

Social media background checks can help you gain insights into a candidate's character, work ethic, and cultural fit. However, it's crucial to conduct these checks ethically and legally. First, obtain consent, then focus on job-relevant information and avoid discriminatory practices. This allows you to make fair, informed hiring decisions without compromising privacy or ethics.

Remember that a social media profile is just a snapshot of a person's life. It's important to consider the context of the information you obtain from it and avoid making hasty judgments. By using social media checks to supplement traditional screening methods, you can improve the hiring process and ensure the best fit for both the candidate and the company. more
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HR & Recruitment

 2w

Open Hiring: Pros & Cons for Recruitment


Open hiring, or open recruitment as it is also commonly known, is the practice of hiring on a first-to apply basis.

In this guide for employers, we discuss what open hiring is and how it works in practice. We also examine the pros and cons of open hiring, the key legal risks for employers when adopting open recruitment practices in the workplace, and how these risks can be minimised so as to... obtain the various benefits of hiring in this way.

What is open hiring?

Open hiring is a recruitment method where the first person to apply for an available position gets the job. This means first-in first-hired, with no questions asked, and no need for cvs, interviews, background checks or even references. Adopting an open hiring model means a person can be recruited for a job role, regardless of their educational background, qualifications, experience, appearance, personality traits or character.

The concept of open hiring is to provide those people who would ordinarily face unfair and often unnecessary barriers to finding work with the opportunity to finally undertake gainful employment. This could apply to anyone with a criminal record, recovering addicts, care leavers, homeless people, single parents, those with a disability, military veterans and the long-term unemployed. It can also include those with a lack of work experience, or relevant work experience, or simply those with a fear of face-to-face job interviews.

How does open hiring work?

Where an employer adopts an open hiring policy, this does not necessarily mean that they have to apply this approach across the board, where this is often limited to certain job roles. However, having decided to offer a certain position or number of job roles on a first-in first-hired basis, the employer must advertise each vacancy accordingly. This can be done via their own website or through other recruitment methods, such as online job search portals, the local job centre or in local newspapers. It may also be that the employer is connected with a particular programme to help certain disadvantaged groups of people to find jobs.

However, in many cases, the employer will also offer pre-employment training prior to a successful candidate starting work. In this way, the employer can ensure that each individual is up-to-speed and knows what is required of them on their first day of work.

Pros and cons of open hiring

There are various benefits to adopting an open hiring policy when recruiting new members of staff, but as with any other recruitment method, there are also drawbacks. Below we look at the different pros and cons of adopting this type of recruiting practice.

The pros of open hiring

With fewer job specification requirements, the larger the candidate pool will be for the employer. It follows that if a job does not demand a certain level of qualifications or previous experience in a similar role or industry, this will open up the vacancy to thousands more applicants. Having a larger talent pool can be especially useful for entry-level positions that require little to no experience, but are otherwise hard to fill, where the successful candidate can be trained on the job.

By opening up vacancies to virtually everyone, this is likely to increase the diversity within an employer's organisation. If the only job role requirement is the order in which people apply, this will attract applicants and, in turn, new staff, from all walks of life. Diversity and inclusion is an important part of being a reputable employer, where adopting workplace policies which help to foster a diverse and inclusive culture will not only benefit those individuals successfully recruited through an open hiring policy, but will also demonstrate to the wider workforce the value placed on equality.

By avoiding any selection process, this can be a great way to open the doors of an organisation to an entirely new group of applicants that would otherwise not make it beyond the application selection stage, let alone interview, because of 'unconscious bias'. This is a term used to describe associations or assumptions that are outside of our conscious awareness, where those responsible for recruitment can often have unintended preferences or prejudices towards certain people based on the associations with particular characteristics. These characteristics can include gender, sexuality, disability, age, ethnicity, and even things like body size or attractiveness. They can also include religious identity, political affiliation, or social and economic background.

A logical consequence of having almost no job role requirements is no lengthy recruitment process. This means that when recruiting using an open hire basis to find new members of staff, this is likely to be far quicker than when using more traditional recruitment methods, including those involving lengthy written applications, assessment days and one or more rounds of in-person interviews.

Open hiring gives everybody a chance to undertake gainful employment. This approach does not make value judgements, or take into account a person's past, and nor does it exclude potential applicants based on what they can or cannot do. By providing a real opportunity for those who may otherwise be unable to secure a job to prove their worth in the working world, this often leads to greater loyalty to the employer, with staff committed to working hard and less likely to leave. These are also people who will have overcome their own personal challenges, so can bring fresh ideas and solutions to problems, and often go the extra mile to secure results, where people from different backgrounds can become some of the best employees.

Having a job and earning a living not only helps to pay a person's bills, but provides them with a sense of purpose. By giving someone a reason to get up in the morning, where they would otherwise be without a regular income and structure to their day, this has a wider impact on society as a whole. For those individuals who are often overlooked or disqualified in advance from securing employment because of past behaviour or things beyond their control, this is a much-needed chance to turn their lives around. By providing these people with the opportunity to start over, not just for them, but also for their families, this can create a positive cycle of change all round.

The cons of open hiring

By cutting out all due diligence in relation to applicants, including background checks or the requirement for references, this can be risky. This is especially the case if those applicants will end up working closely together with colleagues, as well as clients and customers. In some cases, by not ascertaining even some brief insight into a person's character, background and circumstances, this can potentially risk the safety and security of other members of staff and members of the public.

The philosophy of helping people who would ordinarily face barriers to employment, and reducing hiring bias, is fine in principle. However, by allowing applications from anyone, without any job role requirements, this limits the types of roles for which this inclusive approach will be suitable. This means that only those positions for which no prior experience is necessary, and training can be provided on the job, can be used for open hiring. For some organisations, whose work requires a minimum level of skill and/or experience, this may simply not be possible.

Whilst open hiring eliminates the possibility of unconscious bias, it can actually create a different type of bias. By adopting a first-to-apply policy in relation to a particular job role, this potentially discriminates against those who were busy doing other important tasks when the vacancy opened up to applications, such as collecting their children from school or attending a medical appointment. It can also discriminate against those who do not have access to a computer, where only digital applications are accepted.

Legal risks of open recruitment practices

There are lots of organisations out there that practice open hiring across the UK, enjoying the benefits associated with this approach over other more conventional recruitment methods. However, in addition to the drawbacks already identified above, this first-in first-hired strategy also gives rise to a number of legal risks from an employer's perspective.

All employers are under a statutory duty to ensure the health, safety and welfare of their employees at work. They are also under a duty to ensure the safety of anyone affected by the activities undertaken by their business. This means that, if they introduce a new member of staff, someone that has not had to undergo any background checks or provide any references whatsoever, this may expose the existing workforce, and the public, to potentially serious safety risks. In turn, the employer would be failing to discharge their health and safety duty as required of them by law.

There could also potentially be risks in relation to the candidate's own health and safety. If it has not been possible to previously assess a candidate's capabilities, any undisclosed physical or mental health condition may be exacerbated by the nature of the work being asked of them. For example, undertaking any form of manual lifting may not be possible for someone with a physical disability, whilst working in a noisy workplace, without any quiet rest space, may be especially unhealthy for someone with a mental health disorder.

Finally, there is a very real risk that the successful candidate will not actually have the right to work in the UK by reason of their immigration status. The fact that someone is hired on a first-to-apply basis, without any skills or experience needed, does not mean that they are able to lawfully undertake the work on offer. Under the illegal working regime, all UK employers are required to undertake right to work checks on all new-starters in any event, but discovering that a new recruit is prohibited from working in the UK or doing the work in question, can then mean starting the open hiring process all over again.

Mitigating legal risk of open hiring

The open hiring model is one which many employers will prefer to steer clear of, which is perfectly understandable considering the practical and legal risks arising from adopting this approach to recruitment. However, given its potential benefits, there are various ways in which some of the risks can be reduced, providing employers with the opportunity to open their doors to a whole pool of potentially hard-working and loyal candidates.

Open hiring does not necessarily mean that no screening is undertaken at all, where an employer is still entitled to ask a limited number of questions or ensure that candidates can meet some very basic job role requirements. For example, the employer could ask: "Are you legally entitled to work in the UK?" and "Can you stand for up to eight hours?". An open hiring approach can essentially be tailored to meet the needs of the business, whilst still maintaining an inclusive approach to employing people from different backgrounds.

Having hired a candidate through an open hiring approach, as with any new-starter, the employer could also put in place a probationary period, where that individual is carefully monitored to ensure that they are the right fit for the role and not a potential threat to others. Perhaps as an alternative to open hiring, an employer could offer training programmes to those furthest from the labour market and whose skills might otherwise be overlooked. This could include internships, work placements and even apprenticeships.

Undoubtedly, open hiring is unlikely to be a mainstream option for most employers, but for those offering entry-level jobs where training can be provided by the organisation, this candidate-friendly recruitment process will allow more employers in the UK to demonstrate a socially responsible approach to who they employ. In turn, more and more excluded jobseekers will finally get the chance to do something meaningful with their lives.

And even if open hiring is not appropriate, or not the right approach for a particular organisation, employers should still review their recruitment practices to make sure they are open and fair for all candidates, including those from different backgrounds and with different barriers to gaining work. This is not only beneficial for those searching for employment, but will help an employer to fill skills shortages and boost productivity, by reaching the widest possible pool of applicants and tapping into a reservoir of new talent.

Need assistance?

DavidsonMorris' specialist HR advisers and employment lawyers are experienced in advising employers on all aspects of recruitment, including guidance on how to ensure compliance with your legal obligations through the hiring and onboarding process. For more information on how we can help your organisation, speak to us.

Open hiring is a recruitment approach where candidates are hired without traditional screenings such as interviews, resumes, or background checks. Instead, the first person to apply is given the opportunity.

Who benefits from open hiring?

Open hiring benefits individuals who face barriers to employment, such as those with gaps in their work history, prior convictions, or limited qualifications. It also helps employers create a more inclusive workplace.

Is open hiring suitable for all industries?

While open hiring is particularly effective in industries with high turnover or roles requiring minimal training, its principles can be adapted to a variety of sectors to promote diversity and inclusion.

How does open hiring support diversity?

By removing traditional hiring filters, open hiring allows a more diverse range of candidates to access job opportunities, fostering a workforce that reflects a wider variety of backgrounds and experiences.

Are there risks associated with open hiring?

Open hiring does have challenges, such as ensuring new hires are adequately trained and supported. Employers must be prepared to invest in onboarding and development programmes to ensure success.

How can a business implement open hiring?

Businesses can start by identifying roles suited to open hiring and developing a transparent application process. Providing clear job expectations and offering support for new employees is also essential.

Does open hiring compromise on quality?

Not necessarily. While open hiring removes traditional vetting processes, it focuses on providing opportunities and relies on training and development to ensure employees meet performance standards.

Can open hiring work alongside traditional hiring?

Open hiring can complement traditional hiring by being applied to certain roles or divisions within a company, allowing businesses to maintain flexibility in their recruitment strategies. more

HR & Recruitment

 2w

The Importance Of Employee Value Proposition (EVP) In Business


In today's competitive business world, companies are constantly looking for ways to attract and retain top talent One strategy that has become increasingly popular in recent years is the Employee Value Proposition (EVP) But what exactly is an EVP and why is it so important in business?

An EVP is essentially the unique set of benefits and rewards that an employer offers to employees in exchange... for their skills and contributions It goes beyond just the salary and benefits package and includes aspects such as career development opportunities, company culture, work-life balance, and recognition for accomplishments Essentially, an EVP outlines what employees can expect to receive in return for their hard work and dedication to the company.

Having a strong EVP is crucial for businesses for several reasons Firstly, it helps attract top talent and sets the company apart from competitors In a job market where skilled workers are in high demand, having a compelling EVP can make all the difference in attracting the best candidates By highlighting what makes the company unique and why it is a great place to work, businesses can stand out and appeal to potential employees.

Secondly, a strong EVP is essential for retaining employees In today's job market, employees are more likely to leave a company if they feel undervalued or unappreciated A well-defined EVP that emphasizes employee benefits, career growth opportunities, and a positive work environment can help keep employees engaged and motivated to stay with the company long-term This, in turn, can lead to higher levels of productivity and overall job satisfaction.

Another important aspect of an EVP is its impact on employee engagement and loyalty When employees feel that the company values their contributions and offers them opportunities for personal and professional growth, they are more likely to be engaged in their work and committed to the company's success This can result in higher levels of productivity, better teamwork, and a positive company culture overall.

One of the key components of an effective EVP is alignment with the company's values and goals what is a evp in business. The EVP should reflect the company's mission, vision, and culture, and should be integrated into all aspects of the employee experience When the EVP is authentic and resonates with employees, it can help create a sense of purpose and belonging within the organization, leading to higher levels of employee satisfaction and retention.

Creating a strong EVP requires input from both employees and employers Employers must understand what motivates and engages their workforce and tailor their EVP to meet those needs This may involve conducting surveys, focus groups, and one-on-one interviews with employees to gather feedback and insights Employers must also be willing to listen to feedback and make necessary changes to improve the EVP over time.

For employees, it is important to understand the value of the EVP and how it can benefit them in their career By taking advantage of the opportunities and benefits offered by the company, employees can enhance their skills, advance their careers, and achieve their personal and professional goals In this way, the EVP becomes a win-win for both employees and employers.

In conclusion, the Employee Value Proposition is a crucial component of modern business strategy It helps attract top talent, retain employees, enhance engagement and loyalty, and drive overall business success By defining and communicating a compelling EVP that aligns with the company's values and goals, businesses can create a competitive advantage in the marketplace and build a strong and dedicated workforce

In the end, a strong EVP is not just a nice-to-have perk for employees - it is a fundamental part of a successful business that can make all the difference in attracting, retaining, and motivating top talent So, the next time you hear about EVP in business, remember its importance and the significant impact it can have on an organization's success. more
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HR & Recruitment

 3w

The art, maths, and science of employee appreciation : practical tips for running a successful business - IFA Magazine


For advice firms reviewing their business strategy for 2025, staff retention and recruitment is always a key driver of success. Sharing some excellent practical tips with us, Tsvetelina Hinova, co-founder of UK-based tech start-up Thankbox, explains how CEOs, HR and BD managers are increasingly using employee appreciation measures to boost productivity, reduce absenteeism, recruit and retain the... best talent and meet targets - and how you can do so too.

We all know instinctively when we are happy at work and employers value continuity and stability so having a contented workforce is a win-win for any business or organisation.

In today's economy, with historically low levels of unemployment, remote working and disparate workforces often spread across borders and time zones, employers must work harder to keep hold of the most talented and engaged workers.

As well as ensuring that they are productive, profitable, diverse and progressive, one of the most important metrics for modern businesses is employee appreciation.

What is Employee Appreciation?

Employee appreciation is about more than simply paying a competitive salary, offering a Christmas bonus, or organising occasional Friday afternoon drinks.

It transcends mere engagement strategies or career development pathways. It's about creating a welcoming, inclusive, and genuinely appreciative organisational culture. It is about treating employees as human beings, recognising their individual value and contributions beyond their job descriptions.

Remembering personal details - birthdays, anniversaries, the birth of a child, or even a favourite coffee order - demonstrates a genuine interest in their lives outside of work.

It involves recognising and celebrating achievements, both big and small, acknowledging landmark occasions such as long service awards, and providing a memorable send-off for departing employees, making them feel valued and missed.

Creating a culture of appreciation fosters loyalty, boosts morale, and ultimately contributes to a more productive and successful organisation.

Employee appreciation as a strategic investment

With many western economies in the midst of, or facing, recession, employee appreciation emerges as a powerful and cost-effective solution for businesses to

remain productive and profitable, particularly if they have remote or hybrid working employees.

Offline workers, who receive a single gesture of appreciation weekly, are 56% more likely to be engaged than average, and more than twice as likely as those who are never recognised. Similarly, remote workers receiving at least monthly monetary recognition are 42% more likely to report being productive.

A 2023 State of Recognition research study showed that feeling appreciated significantly mitigates the impact of layoffs, understaffing, salary concerns, and even a heavy workload. Another study found that about two in three people would quit their job if they didn't feel appreciated.

More than half of employees believe recognition would inspire greater productivity, reduce job-hunting desires, maintain morale during layoffs, and lessen the negative effects of an underpaid or stressful role.

Implementing effective appreciation programmes

Creating a culture of appreciation doesn't require a massive overhaul. Simple actions can make a significant difference.

A good starting point is budgeting 1% of payroll for recognition programmes and scaling up based on results. Importantly, frequent recognition proves more effective than salary increases alone in boosting engagement and retention.

By prioritising appreciation, businesses can improve employee morale, boost productivity, and reduce turnover costs, ultimately enhancing their bottom line and securing their future.

This requires a company-wide commitment, spearheaded by leadership and supported by a strategic budget allocation.

The art of employee appreciation

The "art" of employee appreciation lies in the creative and personalised approaches used to show gratitude and build strong relationships. It is about the thoughtful gestures that resonate deeply with individuals.

This requires an understanding of individual personalities, communication styles, and cultural backgrounds Thankbox is an online card and gifting platform, and we're on a mission to support cultures of appreciation everywhere.

We recognise that appreciation does not come easy for everyone, so we've set up an AI message generator that allows you to create a personalised message using different tones including formal, funny and supportive.

We also have a simple framework to help people to share appreciation confidently in the workplace.

· Be specific: Call out specific actions, behaviours, or contributions. Example: "I appreciate how you took the lead in that meeting. Your presentation was clear, I can see you had prepared well."

· Highlight the impact: Explain the impact their actions had on you, the team, or the project. Example: "Your presentation made it simple for everyone to agree the next steps, which will keep the project on track."

· Express genuine gratitude: Make it clear that their efforts are appreciated. Example: "I'm grateful for the extra effort you put in. It means a lot to have someone like you on the team."

· Encourage future contributions: Encourage them to keep it up and express confidence in their abilities. Example: "I'm looking forward to seeing what you'll bring to the next project. Keep up the great work!"

The maths of employee appreciation

The "maths" of employee appreciation involves quantifying its impact on the bottom line.

The cost of replacing an employee can be substantial, encompassing recruitment fees, training expenses, and the loss of productivity during the transition period.

Studies consistently demonstrate that organisations with strong cultures of appreciation experience significantly lower turnover rates. This translates directly into cost savings, improved efficiency, and enhanced profitability.

Furthermore, employees who feel appreciated are more productive and produce higher quality of work.

The science of employee appreciation

The "science" of employee appreciation revolves around understanding the psychological and behavioural factors that drive employee motivation, satisfaction, and retention.

Positive psychology informs us about the power of positive reinforcement, recognition, and appreciation in boosting morale and fostering a sense of belonging. Behavioural economics highlights the impact of both intrinsic (internal motivation) and extrinsic (external rewards) motivators on employee performance. Understanding the different generational values and preferences is also crucial.

For example, younger generations might value flexible work arrangements and opportunities for professional development more than older generations, who may prioritise stability and recognition of experience.

Applying these scientific principles leads to the creation of targeted and effective strategies, carefully designed to resonate with the specific workforce demographics. Regular surveys, feedback mechanisms, and data analysis can provide valuable insights to continually refine and improve the effectiveness of appreciation programmes.

10 "small but meaningful" things employers can do to make workers feel valued:

· Regular "thank you's": a simple verbal expression of gratitude can go a long way.

· Personalised birthday/anniversary cards: A thoughtful gesture that shows you care.

· Team lunches or coffee breaks: Encourage informal social interaction.

· Use online appreciation platforms: Streamline the organisation of celebrations and gift collections.

· Public acknowledgment of achievements: Celebrate successes in team meetings or company newsletters.

· Opportunities for professional development: Invest in employee growth and advancement.

· Flexible work arrangements: Show consideration for work-life balance.

· Employee assistance programmes: Provide resources for mental and physical well-being.

· Regular feedback sessions: Encourage open communication and constructive criticism.

· Memorable send-offs for departing employees: Make them feel appreciated for their contributions.

By integrating the arts, maths, and science of employee appreciation, organisations can create a workplace culture that not only attracts and retains top talent but also fosters a highly engaged, motivated, and ultimately, successful workforce.

The investment in employee appreciation is not merely an expense; it is a strategic investment with a significant and measurable return.

Tsvetelina Hinova is co-founder of Thankbox, an online card and cash collection service whose main goal is to foster appreciation and connectivity within teams. more
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HR & Recruitment

 4w

How do you keep your best employees from walking out the door?


Let's face it - finding the right people for your team can feel like searching for a unicorn in a haystack.

And once you find that magical talent, how do you make sure they stick around for the long haul? The secret isn't just in posting the perfect job ad or offering a hefty paycheck. It's about creating an environment that makes people excited to show up every day!

In this edition of Let's... Talk, our experts dive into creative, effective strategies that will help you not only attract top talent but also keep them happily engaged and thriving. Ready to turn your workplace into a talent magnet? Let's talk!

"I believe that the secret to attracting and retaining top talent is to foster a positive company culture. At Zeno, our values [Fearless, Collaborative, Entrepreneurial, Inclusive, Kind, Ambitious] wholly shape our culture to create an environment that champions both individual growth and collective impact. It's not just about hiring those with the right skills; it's about finding individuals who share our values and our commitment to driving positive change.

"Retention is built on this same foundation. We focus on creating an environment where everyone feels valued and empowered to bring their authentic selves to work. Zeno's culture supports employees at every stage, offering opportunities for ongoing learning, flexibility in how-and-where we work, and open channels for feedback.

"By encouraging a collaborative spirit and holding ourselves accountable to our values, we ensure that our people feel connected to our purpose and motivated to grow with us. Our mission is to create real business and societal impact through bold ideas, and this extends to how we support and inspire our team. People are our greatest asset, so when our employees thrive, so does our ability to make a meaningful difference for our clients, communities, and society as a whole."

"Fostering a strong culture where people can do their best work is key to attracting and retaining talented employees. A recent Dayforce survey found that three quarters (75%) of Australians have or would turn down an opportunity because the culture didn't feel like the right fit, and more than half (55%) said they have quit a job because of the culture.

"With leaders under pressure to quantify the value of every dollar spent, it's increasingly important their investments in culture drive high performance. Our research has found three areas for organisations to focus on that deliver maximum value: benefits that are aligned with workers' needs, technology that supports productivity, and flexible options for how, where, and when people work."

"As more employees seek to align their work with their personal lives, the demand for flexibility has become a key driver in talent acquisition and retention. Employers are noticing this too: 98.2% of employers surveyed in Remote's Global Workforce Report 2024 say flexibility options are important to candidates considering job offers. Workers no longer want to be confined to one location -- they want the freedom to choose where, when, and how they work. Digital nomadism, which allows employees to work from anywhere, has rapidly become a major trend globally, particularly among younger generations. In fact, the same report found that 73.3% of companies have lost employees to other companies that offered more flexibility within the last six months.

"To meet these expectations, organisations must adopt flexible work policies that give employees the autonomy to work remotely and even move abroad without disrupting their salary or benefits. Offering geographical flexibility is not just a perk -- it's an essential part of attracting and retaining top talent in today's competitive job market.

"Beyond providing flexibility, companies must also address practical considerations, such as compliance with local tax laws and managing time zone differences. By integrating international mobility into their HR strategies, businesses can tap into a global talent pool while ensuring a smooth and compliant remote work experience. Embracing this flexibility can lead to increased employee satisfaction, loyalty, and long-term success."

"Hiring and retaining talent has never been more front of mind for businesses. A tight labour market, coupled with changing employee expectations, has meant top talent requires more than just remuneration to feel satisfied. The Right to Disconnect bill, for example, has put this into sharp focus again. Employee wellbeing is, therefore, no longer a want but a need to retain talent.

"Businesses getting it right include those providing employees with holistic benefits, including access to mental health resources, such as Employee Assistance Programs (EAPs), wellness programs or additional leave, which has seen an uplift in employees being more engaged in the workplace.

"Alongside diversity and inclusion initiatives, flexibility is another crucial element in retaining talent in today's workforce. Recent research by ADP's People at Work showed that one in four Australian workers believe it will be normal to have full flexibility over hours in five years. By offering more flexible work options, businesses show trust and understanding and reduce burnout in the workforce.

"In today's competitive talent landscape, there is no other choice - employers must continue to take a holistic approach to employee wellbeing to attract and retain talent."

"Winning the war for top talent comes back to providing a supportive, nurturing and empowering culture that enables employees to thrive and grow. This is the one constant that every business must have in a climate where change is inevitable. McKinsey says, "when company cultures are development-focused, employees feel more productive, adaptable, and valuable, helping with attraction and retention rates over the long term.'

"Leaders can create a supportive, nurturing and empowering culture by:

"At Xref Engage, we've analysed survey data from thousands of Australian workers to identify why they stay at an organisation and when they would recommend their workplace to new hires. Three key driving factors are purpose, participation and progress.

"People are attracted by values that are consistent with their own. It is valuable for leaders to communicate a clear, compelling purpose. To retain talent, explain how decisions and actions connect to this purpose and are in line with organisational values. To hire top talent, have these messages go out in recruitment branding.

"Innovative organisations appeal to top talent as they tend to pivot regularly. Change provides opportunity. However, to retain talent, such change needs to be managed well. Enable employees to participate in decisions and contribute meaningfully to how changes are implemented. Support your talent with the resources, training and time they need to adapt to, and champion change.

"Of our customers who complete Exit Surveys, we have found that the primary reason why employees leave is a lack of personal growth and the need for career progression. One successful strategy to reduce attrition is to train line managers to coach employees and identify growth opportunities."

"SMEs face an uphill battle when it comes to attracting and retaining talent, especially against larger companies with bigger budgets. But with the right strategies, you can get a leg up and build a team that sticks.

"Here's how:

"To attract and retain top talent in today's competitive job market, organisations need a comprehensive strategy that goes beyond traditional approaches to recruitment and remuneration.

"Start by implementing a robust recruitment process with clear job descriptions and structured interviews to identify candidates who align with your organisation's values and goals. Consider leveraging your existing employees' networks through an attractive referral program to tap into a wider talent pool.

"While competitive wages and salaries are still important, today employees are looking for more than just financial rewards. Offer a holistic benefits package that supports overall wellbeing, including flexible working arrangements, mental health support, and paid parental leave, demonstrating your business's commitment to work-life balance.

"Once through the front door, keep staff engaged by providing clear career development pathways through learning opportunities, mentoring, and temporary role rotations. And don't forget to support staff on their career journey with formal recognition programs alongside regular, informal appreciation to show employees their contributions matter.

"And finally, invest in creating an inclusive workplace culture where diverse perspectives are valued and celebrated.

"Remember, the cost of implementing these initiatives is far less than the expense of constantly recruiting and training new staff lost to competitors willing to go the extra mile."

"The key to hiring and retaining a talented workforce lies in taking an approach that incorporates competitive compensation and benefits with opportunities for professional growth, while keeping employee wellbeing front of mind.

"The more valued and appreciated your workers feel, the more likely they are to remain with the company - high levels of employee turnover typically indicate unhappy staff. Financial security is a vital element in job satisfaction, but it isn't just about how much someone is paid; it's about their compensation matching their contributions and efforts.

"Similarly, employees who feel stagnant in their roles are unlikely to stick around in the long run. Facilitate learning and development opportunities with clear pathways for career progression so that your staff can develop both personally and professionally.

"Investing in wellbeing is another way to improve people's longevity in your business. An example of this is providing access to mental health services, such as through an Employee Assistance Program (EAP).

"Finally, stay attuned to how your employees and candidates are thinking and feeling about work, and then act on what's considered most important to them. These insights are valuable in determining what's driving career decisions."

"With global uncertainty a major factor, current evidence suggests that employees are choosing to stay in their current jobs at present. However, this brings its own set of challenges for business leaders. When employees are in their roles for longer, leaders need to consider how they can provide challenges and development opportunities for that member of staff to keep them engaged, satisfied, and productive. Continuous development opportunities and skills-building help employees feel invested in and engaged, while also preparing them for their next career step.

This also means that they have the necessary skills when a relevant internal promotion opens - helping retain talented employees within the company. Investing in learning and development helps form a more rounded business, with engaged and knowledgeable staff. This is a business advantage in itself, but also means that staff are more likely to stay, and the company therefore retains their accumulated knowledge and skills."

"With economic pressures expected to continue into 2025, it has become even more critical for Australian businesses to hire and retain top talent. One of the most effective ways of enabling this is through hybrid work policies, where employees divide their working hours between their company headquarters, their home, and a local flexible workspace.

"International Workplace Group research shows that the majority of workers (71%) say they would decline a new job or position that involves a long commute. Workers increasingly favour jobs that allow them to work closer to home and tend to choose employers that offer hybrid working benefits over those who don't.

"This is a significant sentiment amongst graduates and Gen Z workers. Our research tells us that the time and money spent commuting was the biggest deterrent (83%) for graduates when considering a job. In fact, graduates felt that hybrid working was equivalent to a 13% boost in salary, and 54% of graduates say hybrid working is as important as a competitive salary.

"While there is no one-size-fits-all approach to hiring and retaining talent, employers that adopt hybrid working practices will foster a healthier and more satisfied workforce."

"Organisations should adopt strategic approaches prioritising employee engagement and professional development to attract and retain talented employees.

"Since career development and continuous learning opportunities both attract and retain employees, organisations should consider a Learning Management System (LMS) to facilitate these programs. Tailored learning paths available through an intuitive and modern LMS build workforce skills and showcase an employee's development and commitment over time.

"By investing in these strategies, businesses can attract, nurture and retain a workforce that drives long-term success."

"Employers can use several strategies to hire and retain talent, specifically apprentices, especially when partnering with Group Training Organisations (GTOs). Here are some key strategies:

"Post COVID-19 and the hiring market continues to be volatile. Yet we all know the importance of employees to organisational success. Here are the strategies for today's market to hire and retain talented employees:

"An inclusive and supportive hiring process is the first step to attracting and retaining top talent. Start by ensuring your organisation explicitly welcomes diverse groups. Demonstrating this through your website and job advertisements, inviting people of all backgrounds to apply, sets the tone for inclusivity. Simplify the recruitment process by offering a single point of contact, making the process easier for candidates.

"Interviews should be predictable and as comfortable as possible. Provide interview questions at least two days beforehand and share details about the interviewers, including links for further information. To reduce stress, offer visual guides to the interview location and clearly outline expectations, the dress code and overall process.

"Minimise formality during interviews and provide an inclusion statement. Model supportive practices by providing fidget tools or quiet spaces if needed. Additionally, diversify evaluation methods by considering alternatives to traditional interviews, such as work samples or job trials, to better assess candidates' potential.

"Finally, embrace candidates with varied job histories, as these experiences often bring broad perspectives and adaptability.

"Ensuring every candidate feels supported, has equitable access and is comfortable during the interview process allows them to showcase their best qualities.

"And while inclusive recruitment is essential, maintaining this level of inclusion and support throughout the entire employee lifecycle is equally crucial for building a truly inclusive and thriving workplace."

"For several years now, businesses have been locked in a battle for talent. The most overlooked aspect in this tussle is the significant interplay between life stages and engagement drivers. While the draw of bigger pay packets seems like the obvious solution, how and why talent chooses one workplace over another is a uniquely human experience.

"When hiring, your strongest allies are already in your network. Tap into LinkedIn and reach out to connections who know the types of people you're after. Most people are chuffed to play matchmaker, knowing they've had a hand in connecting two great humans.

"Role clarity is crucial from day dot - people want to see their contribution make a difference. Let your team shine by giving them genuine ownership and accountability, regardless of role size. When people feel valued and can deliver meaningful work, they're more likely to stick around for the long haul.

"Happy, long-term employees consistently report that their workplace understands the evolving relationship between their personal journey and professional needs. That's why staying human is key. Be approachable and give of your time. Create trust by understanding what makes people tick."

"Small businesses often face the challenge of attracting and retaining talent with limited resources. Research shows that prioritising a strong employer brand and employee engagement can significantly impact your ability to compete for top talent.

"Even with a small budget, you can build a compelling employer brand. Focus on showcasing your unique company culture and values. Highlight employee testimonials and stories that demonstrate a positive work environment. Use social media and your website to share your company's mission and employee benefits, emphasising what makes you stand out.

"Employee engagement is equally as important. Create an open communication environment and a culture where employees feel valued and heard. Encourage feedback and involve your team in decision making processes. Even small gestures like recognising achievements and providing growth opportunities can significantly boost morale and retention.

"By focusing on these two strategies, small businesses can create a competitive advantage in attracting and retaining talent, increasing the productivity of their business."

"In today's competitive market, SMEs face the dual challenge of attracting and retaining top talent. It's about more than just competitive salaries -- employees are looking for workplaces where they feel supported, valued, and able to grow.

"The first step is building a strong employer brand. This isn't just about flashy perks; it's about communicating what makes your workplace unique. Highlight your values, culture, and opportunities for growth. When employees feel aligned with your mission, they're more likely to stick around.

"Development opportunities are also crucial. Employees who can see a path for progression within your business are far more likely to stay. Whether it's leadership training or access to new skills, these investments don't just benefit your employees -- they strengthen your business too.

"And don't overlook well-being. Burnout is one of the fastest ways to lose great talent. Practical resources, such as Employee Assistance Programs (EAPs), can make a real difference. For example, BrightHR's EAP - Wisdom Wellbeing offers tailored support for mental health and well-being, showing employees that their health and happiness are a priority.

"Finally, the right tools can streamline processes, allowing you to focus on fostering a supportive workplace. From managing leave to tracking performance, platforms like BrightHR free up time to create an environment where employees thrive.

"Attracting talent is important -- but keeping it is what will set your business apart."

"Companies looking to attract and retain top talent must rethink traditional approaches and implement strategies that offer genuine value to employees at every stage of their journey.

"Effective recruitment strategies challenge conventional hiring assumptions. Instead of filtering candidates through rigid processes, organisations can redesign their approach around the person's strengths. This might mean replacing standard interviews with project presentations or offering role customisation from day one; approaches that reveal a candidate's true capabilities and ambitions.

"Once on board, retention hinges on how well businesses support employees' personal and professional growth. Companies need to move past the outdated notion that one-size-fits-most flexibility is enough. Progressive organisations create truly personalised work ecosystems. This means developing individual arrangements that consider when and where someone works, how they work best, peak performance hours, collaboration styles, and personal commitments.

"Continuous learning is equally important. Forward-thinking businesses establish growth frameworks that combine formal learning with practical experience and peer knowledge exchange. This approach transforms development from a periodic event into an everyday experience to create an environment where continuous growth becomes part of the company's DNA.

"Organisations can position themselves as employers of choice, creating a workplace that attracts exceptional talent, by embracing these strategies."

"When hiring, think beyond the job description. Don't focus solely on 'culture fit' which can limit diversity. Aim for 'culture add' by hiring individuals who bring fresh perspectives to your workplace. Hiring solely for current culture fit is akin to saying 'Let's find someone identical to the last person who had the job.' That's not growth; that's déjà vu.

"Is your employer brand a true reflection of your company's purpose and values, or does it focus only on function? Flexibility should be foundational, not a temporary benefit. It all begins with a strong hiring process -- treat candidates with respect, communicate clearly, and avoid practices like fishing expeditions to benchmark internal resources, which can damage your employer value proposition (EVP) and reputation.

"Write job ads with diversity in mind, not to find a 'carbon copy' replacement. Research shows men tend to apply when they meet around 80% of the requirements, while women apply only when they meet 100%.

"Rtention isn't about competing with perks. It's about clarity, transparency, and valuing ongoing personal growth. When employees feel safe and see their contributions matter, retention follows naturally."

"When it comes to retaining top talent, engagement with employees is key. This requires investing in one-on-one time, listening to them and also connecting the dots on what they are not saying. Making them feel heard and valued is paramount. If staff feel they are growing - personally and professionally - in their role, they're likely to remain. So ask them probing questions about what they want from their work, and allow them to own their career trajectory. Invest in learning and development such as courses and help them implement the learnings in practice.

"Hiring talented employees requires a thorough recruitment process. We recommend 2-3 interview rounds, and for the interviewers to be highly attentive - this means not only paying attention to answers but also assessing body language. It's highly valuable to have multiple people from the company at different levels meet the person if possible. In addition to interviews, depending on the role, psychometric testing can also be beneficial."

"In the competitive landscape of the US job market, hiring and retaining talented employees requires strategic planning, cultural insights, and implementation to comply with OH&S regulations.

"Businesses can utilise strategies such as building a strong employer brand to attract top talent. By highlighting what makes the company an attractive workplace, businesses can appeal to top candidates who align with their values. Also, whilst offering competitive compensation, hybrid work, and flexible work arrangements are necessary to attract top candidates, it is essential for businesses to offer health insurance and retirement plans.

"Creating a positive virtual work environment and establishing effective engagement practices to manage the tyranny of distance, such as time zone differences, are essential for retaining talented offshore employees. This involves fostering a culture of savvy policies to engage, collaborate, and recognise employees who feel valued and motivated to stay with the company long-term. Providing career growth and advancement opportunities through training programs, mentorship, and international leadership development can also help retain top talent.

"Implementing these strategies for your business in the US market can help leaders effectively hire and retain talented employees, resulting in a more engaged and productive workforce."

"When businesses are looking to hire, it's easy to get caught up in ticking off skills and experience on a list. I suggest it's far more important to find people who are the right cultural fit for your organisation.

"During the interview process, delve deeper than skills and experience. Ask questions to understand what motivates the individual, how they like to be managed, and what they value in a workplace. Look for people who are a values match, can problem-solve effectively, and bring a diversity of thinking to your team.

"Retaining good people is about building genuine connections and understanding what's important to them. I've found that open communication and trust are paramount. Encourage your team to renegotiate deadlines before they become an issue, pay them well and reward them generously when they exceed expectations.

"Regular feedback is vital, but ditch the formal performance reviews. Instead, focus on creating a culture of continuous learning and development by providing opportunities that align with their aspirations and the needs of the business.

"Above all, show genuine care for your employees - their well-being, their work, and their lives outside of work."

"Attracting and retaining top talent is akin to assembling a complex puzzle. It requires carefully piecing together a positive work environment, a strong company culture, competitive benefits, and opportunities for growth. Recent Deel research found that many businesses are facing challenges with keeping up with benefits trends (54%), meeting high salary expectations (52%), and managing workplace culture (50%).

"The first step is to gather feedback from current employees and analyse common reasons for turnover. Use these insights to focus on initiatives such as new benefits, mentorship programs, or recognition schemes that meet workforce expectations and will boost employee satisfaction. Once implemented, ensure employees are well-informed and supported in utilising them.

"While competitive salaries matter, our research also found that career development and flexible working opportunities are more influential for attraction and retention. So it's clear, for many employees it's not just about the paycheck. Instead, offer flexible work arrangements, remote or hybrid work, mental health support and clear career progression pathways. Giving people the freedom to balance work and life, while ensuring they feel supported and valued, goes a long way in keeping them happy. These not only improve retention but can also be showcased in job descriptions to attract top talent."

"To hire and retain talented employees, companies must adopt a human-centric approach with diversity, inclusion, and people-first policies embedded in their DNA. Transparent, equitable compensation reflecting skills and experience, combined with clear expectations, role responsibilities, and career pathways, fosters engagement and drives development.

"Share your company's story passionately - highlight the vision, mission, values, and impact. Clearly define success and why it matters. Keep candidates informed throughout recruitment and provide seamless, supported onboarding (i.e. a buddy system to foster early connections).

"Effective leadership, robust systems, and processes are essential for successful collaboration. Regular 1:1s with management help employees feel heard, enabling work assignments aligned with interests, skills, and experience.

"Empower employees through purpose-driven projects, diversity initiatives, and innovation opportunities. Continuous learning (i.e. micro-credentialing, cross-department rotations, and mentorship) fosters growth and adaptability.

"Performance and development reviews should focus on holistic growth, aligning professional and personal goals, whether addressing housing, health accommodations, or caregiving needs.

"Compliance with Fair Work practices and accessible workplace accommodations fosters an inclusive, resilient environment where people can collaborate well and flourish, even during challenging life changes. Prioritise open conversations and compassionate support, building a workplace where everyone can succeed together.

"Put people first, and success naturally follows."

"Want to build an all-star team and keep them happy? Start by hiring for values and culture fit.

"Sure, a killer resume is impressive, but if someone doesn't share your company's energy and mission, they won't last. During interviews, dig deeper: find out what drives them, how they handle challenges, and whether they're genuinely excited about what your company stands for. Skills? You can teach those. Culture fit? That's the secret sauce.

"Now, to keep your talent from jumping ship, create an environment where they feel inspired and valued. Recognition is a must -- celebrate every win and make people feel like rock stars. Offer opportunities to grow and challenge them to keep learning. Show that you care beyond the 9-to-5 with flexibility, wellness programs, and a focus on work-life balance.

"And don't forget: feedback is a two-way street.

"Ask for their input and act on it -- don't just nod and move on. When employees feel connected to your company's values and know their voice matters, they'll stick around, be engaged and be ready to help you conquer the world."

"The key is to look at the talent pool and various channels available, including referrals, online advertising, LinkedIn and Seek, and make sure you're covering as many avenues as possible. This is particularly important for niche roles.

"For the interview process, it's important to have a process that covers the behavioural and technical aspects of the role. Culture fit to your organisation is a critical factor to hire someone who can perform but also fits in with the rest of the team dynamics.

"For roles where there is a shortage of skilled labour, international business sponsorship for workers is becoming more streamlined and effective for organisations and we're seeing an increase in companies using this option to bring the best talent globally to their operations. This pathway also leads to increased loyalty from that employee group.

"In terms of retaining the top talent, it's important to make them feel valued not only from a remuneration perspective but also from a personal and professional development perspective. Providing a level of autonomy and ownership as part of their responsibilities so they feel the value and efforts they're contributing is having an impact on the organisation is also important. Given the importance of work-life balance in the post-COVID world, I feel it's still important for a level of flexibility to be provided. Even if there is an expectation to work in-office the majority of the time, there should be flexibility available to assist with work-life balance. Organisations that offer this will have a higher retention rate."

"At NobleOak, attracting talent starts with creating a workplace where people feel genuinely appreciated, motivated and empowered to make a difference. We look for diverse contributors who share our values and ways of working, with our interview process shaped around these principles: Be Noble, Create Value, Adapt & Grow, Keep it Simple and Deliver on Promises. New hires are welcomed through an induction program, including an introduction by our leadership team, and setting a 100-day plan which empowers new starters to make a real difference from day one.

"To retain talent, we prioritise our culture through a focus on employee engagement, growth and recognition. Employees benefit from tailored leadership and upskilling programs, with regular reward and recognition through our bi-monthly employee awards, service awards, weekly shout outs and regular celebrations of our wins and learnings.

"We place a strong emphasis on social connection and organise regular events throughout the year, bringing our team together to collaborate, learn and celebrate in our state-of-the-art workplace.

"Our engagement survey results tell us that employees appreciate our culture of open communication, and largely feel heard, supported and empowered to thrive in an environment of continuous improvement and innovation."

"To attract and retain talented employees, start by connecting with universities and professional networks to find people with the right skills, and look beyond just the technical fit. Attract talent that aligns with your culture and adds something unique to it. Keep the hiring process smooth and engaging and showcase what makes your organisation a great place to be - real growth opportunities, work-life balance, and flexibility: things today's talent really values.

"Once they're on board, keep employees engaged by supporting continuous learning and development. Build a culture where people feel valued, comfortable sharing ideas, and heard. Recognise achievements and stay progressive with how you reward and support your workforce; tailor these efforts to their unique needs rather than relying on what's worked elsewhere. Offering clear career paths and an environment where people genuinely want to stay and thrive will help you retain top talent over the long term."

"Why not think outside the age barrier?

"36%, or more than 9 million Australians, are aged over 50, yet they are often overlooked by employers. 53% have experienced ageism during the recruitment process and over 21 percent have been discriminated against by their current employer based solely on their age.

"Yet, when we think of strategies to hire and retain talented staff, we tend to focus on younger demographics. People aged 50+ are midcareer, and yet are often seen as being over the hill, set in their ways, too expensive or even technologically illiterate. Nothing could be further from the truth.

"Workers aged over 50 bring valuable experience, a strong work ethic, and diverse perspectives to a team. They offer industry knowledge, critical problem-solving, and mentorship for younger employees. With established networks and an understanding of older demographics, they can also help businesses connect with a broader customer base.

"Differentiation in hiring great talent can be as simple as not screening out potential employees who are over 50.

"And if you need more motivation to consider hiring midcareer employees - they stay longer. Average tenure for someone hired in their 50s is over 6 years, almost 3x the tenure of someone in their 20s."

"Great companies are built by great people.

"The challenge for small businesses in the current employment market isn't just finding the right candidate for the role - it's how to hold onto them.

"In February 2024, over half (57%) of Australians had been employed in their current job for less than five years, with some of the highest counts of job mobility cited in retail, construction, accommodation and food service industries - all key players in the small business landscape.

"Retaining top talent starts at the very beginning of the hiring process. Here's how to approach it from the get-go:

"When it comes to hiring and retaining talented employees, it's all about making your team feel valued. In my experience, it's crucial to foster an environment where people genuinely feel like they're part of something bigger. I prioritise regular 1:1s with every single team member -- no exceptions. These sessions aren't just about work; they're about checking in with each person on a personal level and understanding what's really going on in their world. This open line of communication helps build trust and strengthens the team.

"Investing in your people is just as important. Whether it's funding their professional development or providing opportunities to take on new responsibilities, you need to show you're committed to their growth. I've also partnered with a local supplier to offer discounted equipment to my staff, which has been a game-changer in showing appreciation for their hard work.

"As an SME owner, it's easy to think you can't compete with the big players, but a solid, supportive culture will always win out. The key is consistency: Show up for your people every day, support their growth, and the rest will follow. When your team feels valued, they won't want to go anywhere."

"Recruiting and retaining talented team members requires a focus on both culture and policy. more
1   

  • george myers

    4w

    Train and teach them encourage them to take ownership of what they do compensate them for what they are worth and show them how to take over for you... because you won’t be there forever someone needs to take over for you someday you need to be a mentor a lot of the best people are looking for this if they don’t respond to this they may not be a good fit if they respond well to these areas you have found a golden nugget learn to recognize good attributes in people a lot of good people leave if you are not encouraging them help them be the best they can be. more

HR & Recruitment

 4w

Public servants are eyeing the exit - how can employers stop them?


With almost half of workers considering leaving the public service in the next year, the potential loss of skilled talent needs addressing urgently.

Almost half of public sector workers plan to explore new career opportunities within the next year, revealed The Mandarin's recent Frank and Fearless Survey. The critical question is, how can public sector organisations stop them?

According to... the world's #1 job site, Indeed, public service organisations need to urgently rethink their retention strategies.

Indeed recently sat down with The Mandarin to assess and better understand the mood of public sector workers in Australia. The findings of the Frank and Fearless survey serve as a crucial guide for government employers, offering some surprising insights into the sentiments of public sector workers and pinpointing areas where employers need to concentrate to attract and retain talent effectively.

In the first of three articles unpacking the survey findings for employers, Indeed will explore the rising challenge of retention and how public-sector employers can tackle it head-on.

In the survey, 48.9% of public sector workers reported that they will be looking for new career horizons within the next year, with 31% of those looking within the next six months.

While this statistic is worrying, it corresponds with broader Australian labour market trends across sectors. Indeed's 2023 Workplace Wellbeing Report highlighted that 50% of workers are likely to look for a new job in the next 12 months, with almost a quarter (23%) saying they are very likely to do so.

With nearly a third of workers considering leaving the public service in the near future the potential loss of skilled talent is a stark reality that employers need to address urgently.

Indeed's Career Coach Sally McKibbin says public sector organisations need to rethink their employee value proposition (EVP) for retention strategies to be effective.

"It's never been more important to understand what public servants want beyond a salary increase," McKibbin says.

"You need to be constantly asking, what is the unique value we offer to our employees and how can we demonstrate this to them?"

Career advancement is high on the list for public servants. In the Frank and Fearless survey, one in three respondents said they would leave the public service if there was a lack of career advancement opportunities -- only slightly less than the 34.4% who would leave due to insufficient pay.

There was a stronger response among public servants aged 44 years and under, of whom around half (48.5%) highlighted a lack of career advancement opportunities as a reason to leave, compared to 26.6% of those aged over 45 years.

The problem is employees don't think the public service is hitting the mark with career advancement opportunities. One in five survey respondents (21%) said they "have no opportunities to advance" in their current job. This was higher for those 45 years and older (27.3%), who said they felt hopeless about their career advancement options compared to those aged under 44 years (10.3%).

McKibbin said this desire for career advancement is consistent with global and Australian trends across sectors.

"Our data shows that career development and growth is typically the third biggest driver for job seekers after salary and flexibility," she said.

"Public sector employers must use career development programs in their hiring and retention strategies if they want to compete for talent and stop their employees from becoming a flight risk."

McKibbin recommends that government departments implement a structured process for employees to set personal development goals aligned with department objectives. Managers should work with employees to build a clear pathway for their careers. This could involve regular career discussions, the creation of individual development plans, and periodic reviews of progress.

"Investing in upskilling and reskilling employees through career development programs will also ensure teams are equipped with the latest skills to meet evolving demands thereby strengthening a department's resilience and adaptability," says McKibbin.

Public sector workers need to believe their work matters, and they look to their employer to provide a clear sense of purpose. The Frank and Fearless survey revealed that half of the respondents were attracted to a job in the public service because it aligned with their personal values and mission (50%), followed by job security (16%), pay and benefits (11.3%), and work-life balance (10.4%).

This contrasts motivations across the private sector, where Indeed's data consistently shows that the number one driver for job seekers is salary and compensation, followed by flexibility. What's more, Indeed's 2024 Global Wellbeing Report uncovered that 48% of workers globally do not agree that their work has a "clear sense of purpose".

But McKibbin says that employers need to see "purpose" as more than a buzzword for the employee value proposition.

"It's a proven concept that can drive government employee retention and engagement.

"It requires culture development along with effective, inspiring leadership to help employees understand how their work contributes to the overall mission and goals of the organisation."

Diving deeper into how to align your work to your purpose, Indeed recently launched the Wellness Twin Workbook, which steps through seven interactive self-awareness exercises designed to help you thrive both professionally and personally. Whether you choose to explore independently or implement these strategies with your team, each page offers practical tools for immediate action.

We can't escape the fact that flexibility is a big ticket item for employees in Australia, and the public service is no exception. Two-thirds (67%) of the Frank and Fearless survey respondents said they currently have hybrid working arrangements and that their employer offered them flexible working options (90%).

The most important part? They want it to stay that way.

Over half (54%) of respondents responded "Absolutely" when asked whether they believe public servants without public-facing roles should be able to work from home. This is hardly surprising when you consider that, according to Indeed's Senior Economist Callam Pickering, Australians are showing growing interest in a four-day workweek.

Pickering says that as some governments consider changing their flexible work policies, it's important to consider whether employers risk losing staff to more flexible organisations.

"Work-life balance takes precedence over salary for most Australians. At Indeed, we've seen flexible working hours emerge as the top benefit sought during job searches. And more and more employers are willing to meet this demand-a record share of Australian job postings are remote-friendly."

"For most Australians, two days working from home is ideal. Government employers should recognise that the flexibility they offer plays a pivotal role in employee satisfaction."

Retention and hiring strategies have never been more critical for public-sector employers. Understanding what your employees want and taking steps to support them is crucial if you want to ensure higher job satisfaction and retention.

As a matching and hiring platform with a strong interest in the future of work, Indeed conducts research throughout the year to keep abreast of what's happening in the labour market and uncover what job seekers and employers really want. You can subscribe to Indeed's Hiring Lab for the latest labour market updates and to LEAD for access to a range of reports and thought leadership around the changing world of work. more
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HR & Recruitment

 4w

Maximizing Employee Insights: What to Ask in Surveys to Gather Meaningful Feedback for Your Company


Employee surveys are among the most effective tools for understanding what employees think about your company, culture, and offerings. They provide valuable insights that can guide decision-making and improve workplace satisfaction, engagement, and retention. However, the quality of the data collected depends largely on the questions you ask.

Crafting surveys that focus on specific areas of... employee experience -- such as benefits, engagement, career development, and company culture -- can help you gather actionable feedback. In this article, we explore key questions to ask in various employee surveys, including a detailed example of an employee benefits survey.

Why Employee Surveys Are Important

Before diving into specific surveys, it's essential to understand their purpose. Employee surveys allow organizations to:

Gauge Satisfaction: Understand how satisfied employees are with their roles, benefits, and the overall work environment. Identify Pain Points: Detect issues or areas for improvement, whether in leadership, benefits, or team dynamics. Drive Engagement: Demonstrate that the organization values employee input and is committed to acting on it. Track Progress: Monitor changes in employee sentiment over time, especially after implementing new policies or initiatives.

Types of Employee Surveys and Key Questions

1. Employee Benefits Survey

Employee benefits are a crucial aspect of job satisfaction and retention. Well-crafted benefits survey questions can help you understand how employees perceive their current package and what they'd like to see improved.

Key Questions to Ask:

General Satisfaction: How satisfied are you with the current benefits offered by the company? (Rate on a scale of 1 to 10) Specific Benefits: Which benefits do you value the most? (Check all that apply: health insurance, retirement plan, PTO, mental health resources, childcare support, etc.) Gaps in Offerings: Are there any benefits you feel are missing or could be improved? Accessibility: How easy is it to understand and use your benefits? (Very easy, somewhat easy, somewhat difficult, very difficult) Flexibility: Would you prefer more customizable benefits options to suit your personal needs? (Yes/No) Satisfaction with Health Benefits: How would you rate your satisfaction with the company's health insurance plan? Mental Health Support: Does the current benefits package adequately support your mental health needs? (Yes/No/Not Sure) Wellness Programs: Are you satisfied with the wellness programs offered by the company? If no, what improvements would you suggest?

These questions can provide clarity on whether your benefits align with employee needs and reveal opportunities to enhance your offerings.

2. Employee Engagement Survey

Employee engagement surveys assess how connected and motivated employees feel in their roles and the company overall. These insights can help you improve productivity and morale.

Key Questions to Ask:

Do you feel inspired by the company's mission and vision? Do you have the tools and resources you need to perform your job effectively? How would you rate communication between leadership and employees? Do you feel your contributions are recognized and valued? How likely are you to recommend the company as a great place to work? Do you feel a sense of belonging within your team? 3. Career Development Survey

This survey focuses on understanding whether employees feel they have opportunities to grow within the company.

Key Questions to Ask:

Do you have a clear understanding of your career path within the organization? Are there sufficient opportunities for training and professional development? Do you feel supported by your manager in achieving your career goals? What additional skills or training would help you perform better in your current role? How satisfied are you with the company's promotion process? 4. Company Culture Survey

Understanding employee perceptions of the company culture is key to fostering a positive and inclusive workplace.

Key Questions to Ask:

How would you describe the company's work environment? Do you feel the company values diversity and inclusion? Are company policies and procedures fair and transparent? How would you rate the company's commitment to work-life balance? Do you feel comfortable sharing your ideas and opinions at work?

Best Practices for Creating Employee Surveys

Keep Surveys Short: Aim for surveys that take no longer than 10-15 minutes to complete to avoid survey fatigue. Use a Mix of Question Types: Combine multiple-choice, Likert-scale, and open-ended questions for balanced feedback. Ensure Anonymity: Encourage honesty by assuring employees that their responses are anonymous. Act on Feedback: Share the results with employees and communicate the steps you plan to take based on their input. Survey Regularly: Conduct surveys periodically to track changes in employee sentiment and measure the impact of implemented changes.

Employee surveys are invaluable tools for understanding what your workforce needs to thrive. By focusing on specific aspects such as benefits, engagement, career development, and company culture, you can gather targeted feedback that drives meaningful change.

For example, an employee benefits survey can reveal gaps in offerings and areas of dissatisfaction, enabling you to adjust your benefits package to better meet employees' needs. Similarly, engagement and culture surveys can uncover insights that strengthen your company's identity and foster a more inclusive and dynamic workplace.

By listening to your employees and acting on their feedback, you not only improve their work experience but also build a stronger, more resilient organization. more
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HR & Recruitment

 1mo

Succession Management: 11 Steps For Success in 2025


Succession management enables organizations to place the right people with the right skills in the right positions at the right time. Whether adapting to shifts in leadership or changes in critical operational roles, a robust succession management approach minimizes disruption and builds organizational resilience.

This article explains why succession management is essential and how HR can... develop a succession management plan that works.

Succession management is a systematic approach to identifying, selecting, and developing key employees and bringing in talented new hires to assume critical roles and prepare the organization for the future.

As business conditions become increasingly challenging, it takes skilled individuals at all levels to confront them and continue driving the organization forward. However, organizations often don't have an abundance of employees who are equipped with the abilities and qualities necessary to step into critical roles when needed. Succession management ensures a steady pipeline of capable and engaged talent is in place to fill key positions, keeping the organization resilient and future-ready.

Although the terms "succession planning" and "succession management" are frequently used interchangeably, they are distinctive practices with different scopes and approaches. Succession planning is a focused process within the broader framework of succession management.

To clarify, here are explanations for both:

Put simply, succession planning is a critical component of succession management, but the latter takes a more holistic view, integrating talent development with organizational strategy to ensure long-term success.

HR plays an essential role in succession management: facilitating and operationalizing the process to embed succession management throughout the organization.

Why is succession management important?

Success management is vital for organizational stability and long-term success. Here's why it matters:

Developing a strong talent pipeline for a competitive advantage

Effective succession management fosters a steady flow of skilled employees ready to meet current and future organizational challenges. By continuously identifying and nurturing talent, organizations build resilience, strengthen market confidence, and maintain trust with shareholders.

Building critical skills for success

Investing in and nurturing talent within your organization helps ensure your team members have the critical skills required to lead and grow the business successfully. This approach broadens the focus beyond leadership roles to create a versatile and capable workforce.

Reaching business objectives with the right talent

With key organizational goals and objectives in mind, you can strategically hire and develop promising individuals with the skills necessary for achieving these goals in the most efficient way.

Minimizing disruptions through proactive planning

Unexpected departures at any level can lead to delays and operational setbacks. Succession management prepares skilled employees to step into key roles, minimizing disruptions and maintaining momentum during transitions.

Enhancing employee engagement and reducing turnover by filling positions internally

When employees experience personal growth, believe promotions are feasible, and visualize a future with their employer, they will feel more valued in their jobs and connected to the organization.

Internal candidates are also more likely to succeed and remain in your organization than external hires. In fact, a study found that external hires are 61% more likely to be laid off or fired. They're also 21% more likely to leave their job than internal hires.

Overall, investing in employee career development and succession management programs can help improve employee retention. Research done by leadership consulting firm DDI revealed a 77% decrease in turnover for organizations with effective leadership training programs.

Furthermore, research compiled by Harvard Business Review uncovered that external hires often get paid more yet score lower in performance reviews and are more likely to leave the company.

Preserving institutional knowledge

Succession management facilitates the transfer of critical insights and institutional knowledge. By mentoring and developing talent across the organization, businesses can retain and share valuable expertise, enabling smooth transitions during leadership or role changes.

As an HR professional, you need to proactively address talent gaps to deliver lasting impact on your organization's success. Learn how to build robust talent pipelines and succession plans that ensure organizational stability and long-term success.

Succession management strategies

Succession management is a continuous and strategic approach that should be deeply embedded in the organization's culture and practices. The HR department integrates succession management into HR processes like recruitment, performance management, and learning and development strategies.

Here are three of the strategies HR can use to bring succession management to life:

Talent pools

Although traditional succession planning that primes specific individuals for specific roles contributes to succession management, organizations should also embrace the broader concept of talent pools. This involves sourcing a group of trained and developed candidates who can step into a range of leadership positions. This approach fosters agility and prepares the organization for business changes and leadership openings.

Job rotations and cross-training

(Future) Leaders need a strong overall understanding of their organization's operations. Providing opportunities for employees to move between different departments or roles in job rotation programs enables them to expand their skill set and knowledge of the organization and equips them with a well-rounded perspective when they step into key roles.

Mentorship and leadership development programs

Organizations that implement systems of leadership development can shape future leaders who align with business strategies and organizational culture.

Formal training and coaching programs teach required skills to potential successors throughout the organization with a consistent approach. Mentorship opportunities pair high-potential employees with experienced leaders who model leadership capabilities and provide insights that will help them succeed in future roles.

11 steps to create a succession management plan

Having a solid succession management plan in place and following and adjusting it along the way is essential in preparing for future challenges. That way, the organization remains equipped with capable talent to meet evolving needs and sustain growth, even during transitions or unexpected changes.

Here are 11 steps to help you start crafting your plan today:

1. Embed succession management into organizational strategy

Your company's organizational strategy is the foundation of your succession management plan. Consider where the business aims to grow over the next ten years. For example, what is the overall vision for the future? Will you be entering new markets? Who will your competitors be if your strategy or focus changes? What does your current structure look like, and will this be changing in the coming years?

Business acumen is a key competency in understanding your organization's goals and vision. It allows you to create processes and policies that support and align with this. Knowing how best to serve and grow your organization allows you to tailor day-to-day activities and policies, ultimately leading to an increase in profits.

2. Ensure leadership commitment and engagement

Although HR professionals play a significant role in operationalizing a succession strategy, it's imperative that you seek buy-in and support from business leaders. This will ensure that you can implement your plan successfully and secure the resources necessary for creating the desired results.

Communicate to leadership that succession management is a strategic collaboration with HR, and related activities will reinforce long-term organizational goals.

3. Determine key positions for succession management focus

Identify the positions you want to ensure are consistently filled by qualified and capable people in your succession pipeline. These will be the roles that are crucial to maintaining the organization's operations and ensuring its success. They may include leadership positions, technical roles, or other specialized jobs critical to business continuity and long-term objectives.

A useful benchmark is to identify the top 5 to 10 critical roles in the organization. This doesn't mean focusing solely on leadership roles -- consider positions that require unique expertise, are difficult to fill externally, or would create significant disruption if left vacant. Prioritize these roles in your succession management plan to ensure a steady pipeline of qualified and capable individuals ready to step in when needed.

4. Continuously identify and develop high-potential employees

Seek out employees who could fill the key roles in the near future. Focus on individuals with the greatest potential. These may be your high-will, high-skill employees or the (future) stars from your 9-box grid. You can base your decisions on valuable data such as employee performance metrics. The benefit of this approach is that you're investing your efforts and resources in people who have the highest probability of succeeding.

Once you've identified the high potentials who demonstrate foundational skills to succeed in those higher positions, discuss the situation with them and encourage them to participate in development opportunities. However, be sure to manage their expectations. Make it clear that there are no guarantees, and all roles and circumstances are subject to change.

For each candidate, establish key goals and competencies needed to fulfill the future role. Set out realistic timelines for these to be achieved. Clear expectations are vital here.

One way to do this is to create structured leadership development plans for these individuals and empower them to follow them through regular check-ins and feedback loops. An isolated training session or learning initiative will not suffice. Organizations collectively spend over $350 billion per year on leadership development. Yet, 74% of executives alarmingly report not being adequately prepared for the senior leadership challenges they face.

Actively engage your employees in the process and encourage them to set their own development goals. Monitor their leadership readiness progress with regular performance assessments. Develop their leadership skills by offering them mentoring and coaching. Also, help them gain experience, build confidence in various roles, and test how they cope with new responsibilities and adapt to new environments.

When done consistently, leadership development programs will ensure your people are highly skilled and qualified and feel confident negotiating any challenges future senior management roles present.

5. Implement suitable succession management strategies

Successful succession management requires a holistic approach to HR practices, such as recruitment, workforce planning, learning and development, and performance management. This means looking for ways to attract and develop promising talent wherever feasible.

As discussed above, examples of targeted succession management strategies you could consider include:

A steady succession pipeline is crucial to effective succession management. However, it also requires a significant amount of time and effort. In fact, 74% of public companies and 52% of private companies state that maintaining a strong talent pipeline is the most challenging aspect of succession planning.

However, overlooking your pipeline can be a costly mistake that leaves the organization in a vulnerable position. Therefore, even if there are no current openings, it's important to start building your pipeline today. That way, you'll have a consistent pool of successful candidates to tap into for the next generation of leaders.

Analyzing your existing leaders, pinpointing skill gaps, and keeping in mind the organization's future vision can help you make effective development plans that truly prepare people for upcoming roles and set the business up for success.

7. Regularly evaluate and adapt your leadership bench strength

Evaluating the progress your potential successors are making on a regular basis ensures that your leadership pipeline remains strong at all times.

For example, if a specific candidate shows little to no improvement over time despite continuous training and mentoring, it may be time to revise your plan for this employee. Without monitoring and assessing, you would be unable to make this informed decision. You could end up promoting someone into a role that they are not a good fit for and passing up on another candidate who is an ideal match.

Analyzing how strong your leadership bench currently is also offers you a better grasp of where to focus in the future to improve your succession pool.

8. Adopt a data-driven succession management strategy

Using metrics and analytics in succession management ensures that you're determining employee potential objectively and selecting strategies based on facts.

Ways to use data insights in succession management include:

A data-driven succession management strategy requires HR to leverage technology. The larger an organization is, the more unrealistic it becomes to adequately manage talent and a succession management plan using paper files or spreadsheets.

Today, most HR systems enable you to centralize, automate, and manage various tasks, including recruiting, onboarding, training and development, and performance management. These systems generate an abundance of data and can produce reports to help you easily identify talent gaps, compare employees, and simplify the succession management process.

9. Make succession management a part of your recruitment planning

While it makes sense to focus on your current employees, succession management must also be factored into your hiring strategy.

Once you've identified the critical roles you want to fill in your organization, along with any talent gaps, you have a clearer idea of the type of candidates you need to hire. For instance, let's say that the organization aims to explore new markets and expand overseas within the next five years. This means you're ideally looking for candidates who speak multiple languages and would be happy to travel extensively.

Integrating your succession management plan into your recruitment process will ensure your talent pipeline remains strong and aligned with the organization's future.

10. Foster a culture of knowledge-sharing

A knowledge-sharing culture encourages the open exchange of information, ideas, techniques, and expertise. Along with helping employees do their jobs better, this environment nurtures their personal development as they absorb insight from the successes and failures that occur throughout the organization. This wisdom and knowledge transfer becomes an added value to high-potential employees.

Organizations can promote knowledge sharing in a variety of ways, such as:

11. Develop leadership resilience and adaptability

Strong formal and informal leaders must be able to navigate uncertainty, overcome obstacles, and rebound after setbacks. When they can adjust, innovate, and make good decisions during stressful times, they inspire others to remain diligent in their work. This is the type of guidance every organization needs.

There are many avenues to developing resilience and adaptability in future leaders, including:

A strong succession management plan is a must for future success

It's true what they say: failing to prepare is preparing to fail. Knowing where you want to grow as a business is key to creating a winning succession management plan that will give your organization a vision and actionable map for the future.

Continually monitoring your succession management program and adjusting accordingly will help you develop tomorrow's leaders and maintain your competitive edge in an ever-changing market. more
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