RECRUITMENT BRANDS
standards, signalling that they are a good employer and a great place to work. Think about your company’s employer branding. Does it bring the company’s values, goals and policies to life? In a candidate-led market, a clear and differentiated employer brand will support your efforts to engage, recruit and retain the brightest and best.
PROMISE & PRACTICE FLEXIBILITY Offering flexibility shows that you value and trust your team. If you struggle to keep up with industry salaries, enhanced flexibility or benefits such as extra holiday allowance are good alternatives.
As a helpful reference, the Arthur Edward Salary Survey provides information about benefits most often received, and those most desired by people working in the industry. Bear in mind that flexibility looks different to different people. By discussing options openly with candidates, you will learn what matters most to them, which may in turn reveal opportunities for flexibility that you have not considered before. Of course, not every role can offer flexibility in location or working hours. If that is the case, it is best to say so early in the process.
GIVE A WARM WELCOME TO REDUCE DROPOUT If a new starter has to work a long notice period, keep in touch to make them feel welcome and reduce the risk of a change of heart. Sadly, with some companies overpaying to secure candidates or to retain employees, dropouts do happen.
Once your new team member starts, a smooth onboarding and settling in process will make a great first impression. If they will be working from home some, or all of the time, make extra sure they get all the training and support they need.
Nominating a support person or ‘buddy’ within the team will help them to feel comfortable asking questions as they pick up their new role.
RETAIN TALENT IN A COMPETITIVE CLIMATE
The good news is that many of the tactics you use to attract new people will encourage your current employees to stay. Just as you reviewed your recruitment process, now is the time to review your HR and employment processes.
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Progressive and inclusive values will help to attract candidates who are a good match
Start with the basics: salary and benefits. If salaries are shifting in your sector, you need to keep up. Several candidates I’ve worked with recently have seen adverts for jobs in their company, in similar roles, at a higher salary level. Rather than raise this with their boss, they took it as a sign that it was time to leave. Similarly, benefits and flexibility arrangements for current staff need to keep up with those for new starters.
Regular reviews are important and can be less daunting than formal appraisals for employees. Remember to make it a two-way process as, beyond measuring performance, it is important to know how happy people are, both good and bad. Follow-up quickly and constructively on any points raised and revisit them at the next review to ensure progress is being made.
When you have roles to fill, employ from within whenever possible, offering training and support so people can switch teams or departments. An existing employee has the advantage of knowing your company, your product and your customer. Can you teach them the additional skills they will need? With the increase in remote working, it is wise to consider how often and how well you communicate with your staff. A team catch-up once a week can remind people that they are working together towards shared targets. And we all like a pat on the back, so ad hoc recognition of a job well done is a great motivator.
A POSITIVE ENDING
Of course, people will always change jobs, sometimes for reasons that have nothing to do with their current role or company.
It can easily feel personal when someone resigns, especially in smaller companies or teams. But getting offended won’t accomplish anything, except further alienating them. It is important to remember an employee’s life is bigger than their work and they have the right to plan their own career and wellbeing. If you take the news well, they are more likely to be frank about their reasons for leaving. That gives you the choice to accept their leaving or to work up a counter offer that may persuade them to stay. It is always best to part ways amicably, unless in exceptional circumstances.
Someone leaving can destabilise the team and a happy send-off will reassure them that you are a fair and supportive employer.
Always hold an exit interview, as this is your last chance to hear about any factors that contributed to their decision to resign.
It may be helpful for someone other than their line manager to conduct the interview, as an impartial person is more likely to get honest responses
Author
Heidi Bannister, Arthur Edward
www.arthuredward.com
April 2023 57
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