Your organization is struggling to retain staff. How can you keep your best employees?

Es importante considerar que hoy en día nuestros colaboradores consideran vital que una empresa cuente con un programa de desarrollo personal y profesional. Considero que si nos esforzamos en crear programas atractivos podremos atraer y retener el talento más competitivo. Además, genera una empatía de la organización hacia los equipos, mostrándoles que se preocupan por su desarrollo y no solo por su contribución o productividad. Creo que un plan de mentoría interna es fantástico, acompa?ado de un plan de formación en áreas profesionales y personales. Recomiendo usar plataformas de mentoría; hoy, esas plataformas nos ayudan a facilitar y evaluar el impacto real.

Cuando nuestros colaboradores ven una organización comprometida con la educación a lo largo de su vida laboral, se sienten valorados y generan tal valor en la empresa que esta se compromete sin temor alguno a ayudarlos a ser mejores profesionales, aprender nuevas habilidades y consolidar las que necesitan. También es bueno equilibrar con programas de apoyo personal, conocer las necesidades de las personas, ofrecer un curso de manejo del tiempo, felicidad, manejar redes sociales en la parte emocional, etc. Esto realmente hace sentir a las personas valiosas para la empresa.

Me parece muy útil apoyar a los trabajadores en el desarrollo de programas o másteres impartidos por las escuelas de negocio que permitan adquirir nuevas habilidades, conocimientos innovadores en determinadas áreas que inciden transversalmente en el negocio como pueden ser los temas tecnológicos. Financiar estos programas por parte de la empresa y ofrecérselos a los trabajadores anualmente. Además de estimular el crecimiento de los trabajadores supone un beneficio directo para la misma. Acompa?ar esta formación del apoyo al ascenso profesional dentro de la propia empresa supone un estímulo para sentirse motivado en el trabajo. Me parece fundamental que las personas se sientan apoyadas por su empresa en su crecimiento profesional.

Because inclusion is part of the engagement process. Development programmes provided by WorldLine begin with Foundation (Positive Productivity) which is a 12-week course to embed best practice protocols and focus on improvements identified by participants themselves. This means they are involved with the company's journey to excellence from the outset, and are then well placed to assimilate further elements of continuous improvement.

You will need a solid strategy built on the findings of Analysis. Initial implementations are likely to achieve better results if they are facilitated by an external provider who can assure confidentiality and will be able to assimilate the bigger picture without bias. The journey to in-house provision commences by building trust and breaking down barriers often associated with negative attitudes towards the management team and suspicions regarding internal agendas. Politics affects outcomes, and this needs to be addressed as part of the foundation for continuous improvement, otherwise the strategy is likely to stall. 70% of change management programmes fail for this reason.

Gain trust between the shop floor and the management team. WorldLine does this by incorporating cross-culture workshops from the outset, thus enabling the employee base to experience constructive discourse in a safe environment and helping teams to identify the priorities they need to action for themselves. These typically include Communication, Morale, and Recognition.

Measure from feedback ahead of data. Numbers will only give a small part of the picture... live feedback is essential to illuminate how the issues are being addressed, how progress is perceived, and enable the management team to take appropriate visible actions that aid retention. Soft-skill KPIs are useful, as is a clear ESG policy and on-site accountability systems which eliminate blocks to efficiency and innovation.

Development programmes are important to talent retention but not a magic bullet. You need to understand why your best people might want to move/what could tempt them away, reasons your organisation gives them to stay, and the match/mismatch between those aspects. Gain that understanding through exit interviewers with valued leavers, and stay interviews with the high performers you've kept - for now at least: "You're important to our future thinking, we want to make sure we're important to your future thinking, what do you like most and least about working here?" Use their answers to inform your employer value proposition, whether it's market-leading reward, type of work, speed of promotion, prestige, culture, or development.

As Ash Idnani points out, it's important to find out the reason(s) for which employees left the organization. That is not just to retain the best talent, but it is to correct the way the organization is being run, in the long term. Besides incentives, rewards, recognition and other measures one might take to retain talent, there is one more important thing to consider. The question to ask is, "Are we treating all employees in the same way?" Equitable management is the key phrase. Relatively speaking, as top management, are we conscious of the fact that our treatment of the rank and file might not be equitable? As effects trickle down, it's imperative that we are conscious of the way we negotiate with staff. Consciousness is the watchword!