How do you promote your talent retention practices?

Invest in professional development, such as training, coaching, mentoring, career paths, etc. This can help attract and retain talent who value learning and advancement. Empowering employees, such as delegating tasks, empowering decision-making, allowing risk-taking and experimentation, etc. This can help attract and retain talent who value challenge and independence. Celebrating their achievements, such as giving praise, rewards, incentives, or recognition for their contributions and performance. Providing flexible work arrangements, such as working from home, reduced workdays, or variable schedules.

Another channel for soliciting feedback is through exit interviews of separating employees. It is important to have an exit interview for every employee who is leaving the organization to understand the underlying reasons. It can be in the form of a well-structured questionnaire or even an in-person meeting with the HR dept. The results should be captured in the HRMS and analyzed on a periodic basis so that enhanced retention strategies can be implemented.

To act on feedback from our employees, I followed a systematic process that involved analyzing, prioritizing, implementing, and evaluating the feedback. The process was as follows: ? Analyzing the feedback ? Prioritizing the feedback ? Implementing the feedback ? Evaluating the feedback The results showed that soliciting and acting on feedback from our employees was a beneficial strategy that improved our talent retention practices and reduced our employee turnover. We achieved significant results in all of our metrics over time. We also received positive feedback from our employees who expressed their gratitude and appreciation for being listened to and acted upon.

We also received positive feedback from our employees who expressed their gratitude and appreciation for being celebrated and rewarded. They reported feeling more motivated, inspired, confident, and proud of working at our company. By celebrating and rewarding our talent, we were able to acknowledge and appreciate their outstanding performance and contribution to our company's growth and success. We also enhanced our employee morale, loyalty, and retention. We learned that celebrating and rewarding talent is not only a matter of money but also a matter of emotion, recognition, and appreciation. We continue to celebrate and reward our talent to ensure that we keep them satisfied, engaged, and loyal to our company.

To involve our talent in our employer brand, I invited our employees from different departments, roles, and locations to participate in the campaign and share their stories, experiences, and passions about working at our company. By involving our talent in our employer brand, we were able to showcase our unique culture, values, and benefits to our current and potential employees. We also enhanced our brand awareness and recognition in the market. We learned that involving talent is not only a matter of marketing but also a matter of culture, engagement, and loyalty. We continue to involve our talent in our employer brand to ensure that we keep them satisfied, engaged, and loyal to our company.

In addition to benchmarking, Human resources department should also calculate and analyze metrices such as: - Average service period of an employee - Number of terminations during a period - Number of resignations during a period - Number of promotions, salary raises etc. during a period

To benchmark our retention practices, I conducted a comprehensive analysis of our current situation and I used various sources of data and information, such as employee surveys, exit interviews, performance reviews, turnover reports, market research, industry reports, and competitor analysis. Based on the benchmarking results, I found out that some of the main reasons why our employees were leaving were: ? Low pay and benefits compared to the market rate ? Lack of career development and progression opportunities ? Poor work-life balance and high workload ? Low employee engagement and recognition ? Ineffective leadership and communication

While rewarding talents, organizations should also consider implementing corrective actions for employees who are poor performers. It is important to equally take action on poor performers just like rewarding good performers. Otherwise, it can deplete morale of the good performers who are often overworked while keeping the poor performers idle.