Keeping staff creates a collective mindset where businesses gain a competitive edge. However, the majority of UK employees are just not engaged.
According to Gallup’s State Of The Global Workforce report, 68% of UK employees are classified as ‘not engaged,’ meaning ‘psychologically unattached to work and company.’ This is costing the economy £85billion a year in lost productivity. It is safe to say that we have an issue to address.
Our management team got together to discuss the value of retaining staff and how businesses can keep staff committed.
For the various Commercial sectors that TeamJobs specialises within, losing staff means an imbalance of company progress. Rob Bruce, our Technical Manager highlighted
“Within the engineering sector, knowledge is worth its weight. When you build staff who understand the whole process, losing them can mean a chunk of expertise disappears.”
“When you lose staff it can shake the whole company. If someone leaves for a valid reason such as underperforming or no connection then these areas can be addressed promptly. If people who are connected within the company leave, it has a wider effect.”
The Rise Of People Leaving
Recruitment firm Robert Half found that 36% of HR Directors reported a rise in the number of people leaving their jobs between 2014 and 2017. Boredom and frustration were the biggest reasons.
From a TeamJobs perspective, we can see common themes as to why people leave their current job. In our experience, this comes down to four central threads: lack of progression; no support from a management team (or colleagues); minimal benefits and a lack of recognition.
The UK is one of Europe’s lowest productivity countries. The 2017 international comparisons published by the Office for National Statistics (ONS), states that the average German worker produces more in four days than a British equivalent does in five.
So, where is the answer? Rather than highlighting the harshness of a dispirited workforce, how can a strong culture be championed?
Sally Bennett, our Executive Manager stated:
“An organisation simply can’t work in silos. People have to feel part of an overall goal that is shared throughout the business. We all have to feel that we are part of something. More than half of UK employees don’t know their companies vision. Being engaged within the spaces you are part of is so important for long term satisfaction on a personal and also commercial side.”
“Having similar values is imperative” continued Michelle Mitchell our Strategic Sales & Development Manager. “For instance, I have two children and can say that I work within a family oriented business. There are pressures both as a parent and in a commercial capacity. When there is balance everything can work. When you put this within a space of like-minded people who share the same work/life ethic we can build strong environments.”
“Something I hear a lot from other team members when working in the TeamJobs Poole and Bournemouth offices are the words ‘my work family.’ I like the idea of being in an environment where there are like-minded people that share these family values of support, togetherness and connection.”
Does Retention Start From The Recruitment Process?
Whilst it would be easy to flag wave and highlight the merits of working with a recruitment consultancy, it can support the right cultural fit.
Jason Gault, our Managing Director commented:
“What we do is find the right fit between people. We help with the first piece of the jigsaw puzzle. It is up to the client and the candidate who have both made a commitment to pick up the momentum.”
“What it comes down to is the importance of a cultural appreciation. Within TeamJobs, it has to be established promptly if a potential member of the team can be a part of our family. If we get the wrong person to work within our environment, it can upset the entire balance. A third of our lives is spent at work; it has to be right.”
When Things Are Right, How Do Companies Keep Staff?
Within TeamJobs we have high staff retention rates. From recent team members to those who have been with us for over a decade, the one thing that everything comes down to is the fact that everybody has a voice.
Jason acknowledged it was not always this way.
“Six years ago, I was adamant that ‘this is the way things had to be done.’ In all honesty, I didn’t know everyone within the business. I learnt, listened and empathised with others. What changed was recognising the loyal staff the company had. I had to make sure that people had a channel to express and be part of something.”
“It is not just what people bring professionally within any organisation, but what they bring personally. When people are engaged, they buy into a business.”
“Recognition goes a long way” backed up Michelle. “We have quarterly meetings within the business where everyone is involved. We share where we are at and how things can improve. Whilst the UK has low engagement rates in the workplace, a key motivator is how an entire company can feel part of something.”
When companies adopt the mindset of a collective, it recognises that people bring different attributes that are taken onboard. This is not just day-to-day job skillsets but the personality traits, quirks, knowledge and enthusiasm that needs to be nurtured, encouraged and championed.
If there is an issue within the UK of workforce motivation and retention, people need to be part of something.
If a company culture is transparent and people are well aware of the objectives and vision and have a role to play and contribute, then a competitive edge becomes a more recognised output.
Staff retention begins when you hire those with the best personal and professional fit.