What do you do if your organization is struggling to attract and retain top talent?

Biggest asset of any organization is its people. Hire right set of people with right attitude. You will not find ready made people in the job market. Hire the right ones & let them grow with the organization, train them. Groom them to become the future leaders. Invest in them. Let learning be a continuous process, When they feel their learning has stopped or they do not see growth, they may want to leave. Pls treat your employees as human beings & they will treat you so too.Any organisation or its people are not built in a day , its a long term process, make sure you do it the right way. If in any organization you see people with a longer tenure on LinkedIn, definitely they are doing something RIGHT!

To attract and retain top talent, focus on creating a compelling company culture, offer competitive compensation and benefits, provide opportunities for growth and development, and prioritize clear communication and transparency throughout the organization.

Every organization must prioritize the well-being of its people to flourish and retain quality employees. When there are retention issues, identifying and addressing the underlying issues is mandatory. Every employee needs to feel valued, seen, and respected in order to create a healthy and thriving work environment. Toxic work environments can become the norm if leadership fails to take ownership of the problem(s) and immediately make needed and critical changes. This includes acknowledging leadership failures and taking corrective action, or, if necessary, terminating ego-centric leaders. Companies that prioritize their employees' well-being will thrive, while those that don't will ultimately fail.

The first step is to perform a root cause analysis of what is resulting in top talents exiting the organization. It is easy to attract top talents. However, if top talents are not heard or valued, they will exit and find a home somewhere else. Evaluate behavioral and emotional intelligence of the leadership and management team to ensure that they are not the driving factor for lack of retention of top talents. Secondly, re-evaluate the organization’s values to ensure that the employees are in alignment with the values as well as the mission (without bringing on their own agendas). Thirdly, perform a re-organization where needed to allow for placement of top talents whose values align with that of the organization.

Analyze exit interviews to understand the actual reasons for resignations. Also analyze the full cycle recruitment process to know where the actual repair is required.

Be clear on what your employee value proposition is, specific to the role. For example, with sales it's likely to be your commission, bonus and other rewards structure (i.e. like a high performers trip), whereas in more analytical or technical role it might by hybrid/flexible working or some workplace features that support popular ways to work for those roles. Competitor analysis will allow you to understand what you're up against and then reviewing your EVP to ensure you're competitive in that specific candidate market

In today's competitive talent market, simply offering a job isn't enough. To attract top performers and convince them to choose you, you need to showcase the value your company offers as an employer. Here are some strategies to consider: - Transparency is the key - Benefits beyond the basics - Career Development - Meaninful job

Yes monetary benefit is a bonus. A sense of belonging & close professional business relationship among colleagues makes working together much more fun. Teamwork makes the Dream work :)

The candidate has the right to decide what they are looking for. The challenge is creating an environment that shows the candidate all the company has to offer since every candidate will ask and value different aspects of the company. This is only sometimes about money. It is well-known that people work for people and will leave companies based on their relationship with their boss. So, in many ways, the candidate has questions that need to be answered. It is also essential that hiring managers realize that they need to sell candidates on why they would want to work here. What are some unique experiences and benefits that make your organization special?

El concepto de salario emocional juega un rol importante a la hora de contratar y retener talentos. Hay que recordar que cada persona posee distintos factores motivacionales, que pueden ir desde lo monetario, flexibilidad horaria, apoyo económico en el ámbito educacional, etc. Por lo tanto, es importante tener un paquete de beneficios que nos permitan ser atractivos ante un candidato potencial.

I've often taken the approach of a build not buy of talent, often considering employees within the business who are values aligned but don't necessarily meet all the technical/capability skills of the role. It's much easier to teach capability over values! You can clearly define pathways and formal training programs, but it also comes down to empowering your people managers to have regular conversations about career advancement for those individuals who are performing, and being on the lookout for those great people who could adapt to what the business needs through supported upskilling and commitment

A well-structured Career Progression Plan is crucial for both attracting and retaining top talent. It should be accessible to all employees, from the Top management to entry-level staff. Emphasizing the significance of the CPP can be achieved through mentorship programs and comprehensive training initiatives. This fosters a sense of value and recognition among employees while offering clarity regarding their career advancement paths. I am fortunate to be part of an organization that exemplifies this with its exceptional work culture.

Capacity is everything. If your company is like most organizations, it isn't short on talented and gifted people. Which is a good thing, that is, until you stop developing them. For anything to thrive, it must be nurtured. This is especially true in business. Evolutional organizations invest in cultivating their team's emotional intelligence and relational capacity. No matter how good your product or service is, you must amplify and sustain rapport with your clients to thrive. Academic intelligence will only take you so far. It's how people feel when they interact with your team members and how your team members feel when they interact with each other that catalyzes sustainable growth in your organization.

Continuous upskilling, reskilling & succession planning for your team will demonstrate a great level of trust from your leaders

The manager should have examples of stretch assignments to show the company will build and wants to grow the employees, such as training, learning new skills, or leading a project. The manager has to be careful to set expectations since the organization can change direction, be bought out, or something else. It is essential for managers to make sure that they present information in a reasonable way. The growth must be constant but at a pace that allows the employee to learn and grow.

Recognizing through different ways including gift cards, branded gifts, dinner with top management (paid by company) to all people who have reached more than expected. Also we give the empowerment to all levels of the company that they can recognize their partners, levels up and down with internal "medals" that can be redeem for a variety of items.

Taking people lightly or for granted is never a good idea. It's the equivalent of putting something on the stove or in the oven without checking on it frequently. No matter how well you prepare your culinary masterpiece, a lack of mindful attention can result in a less-than-desirable outcome. This is especially true when it comes to your team. People are relational. Simple things like positive feedback, recognition, and regular check-ins go a long way in sustaining a healthy workplace.

If you expect great results from your team, you need to invest time in the beginning and to let go when the team members have grown into their positions. That does not mean that you should stop reviewing results as, in the end, the success of your team is in your responsibility. But a certain entrepreneurial freedom is so inspiring to people. You maybe have an idea of how to work on a task perfectly. But be careful to just expect this as standard from your team. You might be surprised of how creative your employees will solve an issue without copying you. There is no need of a copy of you. The diversity of teams brings a lot of diverse problem solving skills. Just be open and trust your team to find the right solution.

Trust, feedback support, encouragement & recognition beats micro management any time. Talents will eventually leave if there's too much micro management

As a leader, it is important to talk with people. This can be a simple way of asking how they are doing and how the project is going, asking for their opinion. It depends on the organization and how the manager or leaders display this.

Always update & review your organization benefits. Competition is high & the best offer wins. Talents will stay if their satisfied with their current benefits.

Uno de los beneficios que nos ha dado mejor resultado es la flexibilidad asociada a una modalidad híbrida de trabajo. Esto nos permite que buenos candidatos de localidades más lejanas puedan postular a trabajos bajo esta modalidad.

Promote flexibility. Attractive benefits and perks. Build good company culture, Invest in their career growth. Provide positive onboarding experience. Quality work and leverage in good technology.

In my company, HR is partnering closely with the management and the employees. So, in most cases, we are aware of the risk of losing a key talent even before the official termination letter has been provided. Thus, retention is a crucial element to keep know how on board. Understanding what is going on in the departments and to have an ear for people‘s needs is of major importance for HR to be able to draw the right conclusions and to take the right actions. Working so closely together, in most cases we know the reasons for an employee leaving the company. If we do not have a clue, exit interviews are very important to understand the motivation for the planned exit and to support the managers to keep the talent we want to keep.

I would advise you to take a closer look at your company's Workforce plan and analyse the trends, peaks, and flow of data. This analysis will help you better understand tenure and identify any underlying issues. To improve your company's retention rates, it is helpful to conduct exit interviews to understand the reasons why employees are leaving. Identifying the root cause of the issue, whether it's financial, lack of development opportunities, poor company culture, or something else entirely, will help you devise a targeted retention strategy. You can also work with the HR/ TAQ team to improve the Employee Value Proposition (EVP) and attract the right talent for your organization.