What are the best corporate development initiatives for employee engagement and retention?

I always advise leaders to assess learning opportunities for their employees before investing in employees’ development. I am not an advocate for learning for learning sake. If employees are going to take energy and time away from work, then the learning needs to be relevant and directly applicable to their roles. I also advise leaders to have conversations about learning expectations and application prior to employees going to training.

Effective coaching is a must if you want to engage and retain more employees. I use the word effective because, in my experience, a lot of leaders approach coaching as a tickbox exercise. Coaching should be relevant, personal, and based around one specific ‘knowledge or skill gap’ at a time. Eg, if someone is struggling with sales, identify which part of the sales process you need to address first? Coach on that specific need, test the persons understanding and allow them to tell you how they will implement this going forward. Always follow up, this is key, to making sure they are comfortable putting into practice what they have learned. Don't forget to measure results and recognise an upturn in performance no matter how small.

Here’s the thing about employee engagement that no one seems to get. It is not the result of teaching employees a series of intellectual exercises as other consultants insist. Employee engagement is, in essence, an emotional, not an intellectual phenomenon. Since it is relationship-oriented it must be created by relationships - in this case, between the manager and his/her employees! In my next article, I will go into more detail about the ways managers can create a positive relationship with their employees.

To foster employee engagement and retention, effective coaching is imperative. I emphasize the term "effective" because, from my experience, many leaders treat coaching as a mere checklist item. It's crucial that coaching is pertinent, personalized, and centers on a particular "knowledge or skill gap" at each instance. Focus the coaching on that particular need, assess the individual's comprehension, and encourage them to articulate how they plan to implement the learning going forward. Consistent follow-up is paramount to ensuring their comfort in applying newfound knowledge. It's essential to not only gauge results but also to acknowledge any improvement in performance, regardless of its magnitude.

Implement clear career progression plans that outline different paths employees can take within the company. This gives them a roadmap for their future and motivates them to stay and grow with the organization.Conduct regular conversations with employees to understand their motivations and concerns. This proactive approach can help identify potential issues and nip them in the bud before they lead to dissatisfaction and turnover.stablish groups for employees from similar backgrounds or interests. This can provide a sense of community and belonging, especially for underrepresented groups.

I believe that dialogue for growth is at the center of any development action and many times under-used. Focus on conversation of quality on the moments that really matter.

The absolute best corporate development initiatives for employee engagement and retention can be synthesized into two important tracks...hire for attitude and train for skill. When you take your time to hire smart, talented, experienced jerks and allow them to kill your culture - employee engagement doesn't stand a chance.

Mentoring, feedback, and dynamic communications in an organization do not occur by accident. Intentional goal-setting with constructive feedback are important elements of any healthy culture. People are happier and do their best work when they understand how they're doing and have leaders to lean on for help.

I strongly believe that improving leadership competencies throughout the organization has a direct impact on employee development, retention, and engagement. Leaders who can provide timely, accurate, and actionable feedback to their employees can create a culture of high performance. When individuals know where they stand and what they need to do to achieve their professional goals, they become more engaged and are likely to stay with the organization.

Mentors are a win win. Your employee develops their skills more quickly and your business benefits from a more "senior" professional, without needing to acquire new talent. If there are professionals in your network looking for mentorship opportunities consider connecting them with your team. When you do need to hire, promoting a mentorship program is a great benefit to attract top talent. So that's another win, all under the same initiative :)

RnR policies, when implemented carefully to reflect and reward efforts and not capabilities motivate colleagues to achieve results beyond their scope.

Corporate management conditioning and delegation for goal achievement.They can reinforce their positive behaviors, enhance their morale, and increase their loyalty. Recognition and rewards can also attract and retain top talent, as well as create a sense of belonging and pride among your employees. You can design recognition and rewards systems that are fair, transparent, and consistent, and that offer both monetary and non-monetary

A big piece of career development and mobility requires truly engaging with your employees. You need to understand what they really want out of their careers, what their goals are, and how you can help them get there. If they want to broaden their skills and explore new areas, the best thing you can do as a manager is not hold onto your best employees too tightly. By encouraging them to explore new areas within your organization and actually facilitating that process, versus focusing on how their departure from your team could negatively impact you, you will add more value to them as individuals, and to your company.

From my perspective, no one wants to be in the same role forever and yearn to be able to continue moving upwards in their career. By knowing what someone is looking for in that next step, it’s part of the job as a manager to get them involved in the right projects and introduced to right people in company to help them achieve that.

La movilidad podemos verla como directamente asociada a la empleabilidad. Si bien la movilidad es gestionada habitualmente por la organización, los profesionales deberían asumirlo como una tarea propia. El proceso para promover movilidad, requiere de los profesionales que se ocupen de identificar tareas que pasan inadvertidas para otros y asumirlas. Las tareas tener impacto en la gestión, mejorar procesos o parte de ellos y ayudar a los resultados del negocio. Si se tiene éxito, el profesional se verá asociado al logro, ganando visibilidad y reconocimiento por su proactividad y compromiso. Luego, se deberá continuar la búsqueda de nuevas asignaciones de trabajo hasta convertir esta práctica en un hábito y ver como las promociones llegan!

This is essential for engagement. Most companies have amazing talents inside the company that can sometimes be just in the wrong place. So why not create and invest in opportunities inside the company. It’s cheaper for sure than go to the market and search for new employees. A few of the ways I see we can achieve this is: -For interns and young talents, it’s important to have a structured internship program. Making sure that he doesn’t spend all his time in one function, but have the space to rotate. -Promote workshops for employees to meet their products. Sometimes the employee doesn’t have the visibility to what the company has to offer in terms of opportunity. This gives the managers a chance as well to see our talents available.

In my experience this requires a multifaceted approach. Few of the approaches that I've experienced and worked best are: flexible work arrangements, provide remote work options; free health screenings, fitness programs, mental health support, counseling services, stress management workshops and resources to support employees' mental well-being; encourage vacations, offer Employee Assistance Programs (EAPs), counseling services (including financial counseling); invest in training and development programs, plan clear career path based on meritocracy and adequate utilization of skills, offer regular recognition and incentive programs; if feasible provide on-site childcare facilities; organize team-building activities and social events.

I believe employee’s are looking for more than just a fair wage, they expect to be able to fulfill their duties within their work hours, take regular breaks and have a reasonable holiday entitlement. With the introduction of home working the hybrid or remote working model is becoming increasingly popular and this enables employees to commute less, spend more time with family and be there for key family appointments these benefits are becoming more important than a higher salary

Work life and balance is so important when looking to engage and retain employees. Respecting employees when they have the day off, to help with coverage. To respect employees work hours and not message them at 2am on an issue.

Burnout of a workforce comes with its risks and challenges. Employees who work constant overtime and longer than the required hours have a higher risk of making errors and becoming overwhelmed and frustrated. Work-life balance not only helps the employee but the employer as well. Promoting healthy habits shows care and also retains your talent. Work-life balance also ensures that your team is refreshed and productive each and every day every day. It reduces errors, saves money on health claims as well as keeps the team less stressed and more productive.

Employees want more than a paycheck. The best corporate development initiatives for employee engagement and retention are the ones that give them; ? a chance to grow, ? a tribe to belong to, and ? a purpose that ignites their hearts. In other words, employees want 3Cs — Career. Community. Cause. Align your corporate development initiatives with the 3Cs and your employees will be retained and transformed into unstoppable top performers

Eine ganz basale, wenn nicht DIE Initiative ist: weniger sinnlose Besch?ftigung und mehr wirksame, wertsch?pfende Arbeit. Wenn Menschen ad?quat wirksam sein k?nnen in Unternehmen, kommt Bindung und Engagement von ganz allein (wieder).

Es braucht eine Kultur in der Fehler m?glich sind, in der Innovationen Raum haben, in der Lachen zum Erfolgsfaktor geh?rt und in der die Mitarbeiter keine Masken aufziehen, sondern ihr Selbst authentisch so einbringen, wie sie es für richtig halten und in der Führungskr?fte nicht aus dem Elfenbeinturm regieren, sondern gemeinsam mit ihren Teams anpacken und voran gehen. Kurz es braucht einen Ort an dem die eigenen St?rken und Interessen in perfekter Symbose zum Sinn und Ziel der Organisation stehen und wir gemeinsam einfach nur besser werden. Dann stehen alle Schalter auf hohes Engagement gepaart mit hoher Bindung.

Get the basics right. It doesn't matter how many company parties you throw if the printer is broken and the systems used are clunky and inefficient. The day to day needs to work for people for them to engage properly

Communication. Care staff will sometimes feel they are the last to know, keep them in the loop regarding any structure changes. Keep in regular contact and give them feedback from service users when reviews are completed etc. Let staff know if you have spoken to a social worker, DN, OT etc about their service users.