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Topics: Leadership, Resource Management, Risk Management
How to improve the staff retention?
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Staff retention is an important part of a healthy corporate culture. Loosing key employees could have a huge negative impact on a company.
Are there any limitations? is it possible to retain a staff for a long time.
What are the key factors for a lasting retention?
Thank you upfront!
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It is really hard to retain staff unless they are highly motivated and looked after.
A lot of companies around the world think that everyone is replaceable, regardless the contribution of the staff to the project. Unless that culture change then your staff retention will stay high.
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Every individual is different and has different goals and sweet spots that motivates him/ her. To retain the best talent their are number of best practices which can help an organization. It includes opportunities for personal development through training which can help an individual to grow in the organization and is aligned with organization's needs, recognition system for doing great work, safe work environment and mentoring are few of them.
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My recommendation is: instead of working on stuff retention work on mitigation actions on staff leave. But returning to the point in general I agree with Richard Branson way of thinking in this matter.
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Youssef -

I'd suggest reading the book Three Signs of a Miserable Job by Patrick Lencioni. If your leadership team and you as a people manager can help your team members to avoid those three signs, you should see a corresponding increase in retention.

However, remember that it is normal for people to leave even if everything is going great if their own purpose or calling isn't achievable within the company. Also, you don't want to retain true "deadwood" as that will demotivate your high performers.

Kiron
Network:89831



Youssef,

put simply, make it interesting for your staff with culture. That is wide it cover everything from compensation to relationship....

Make it interesting for them to stay.

You may know about those two managers
- What do we do if we give them training and they leave?
- What do we do if we don't give them training and they stay?
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Thanks a lot for your contributions. I thinks by large companies it is possible to let employees growing or rotating. In contrast by small companies it is difficult.
As Kiron mentioned above it is a risk to be accepted...
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I think you need to get to know more about your staff. Ask them what they like the most or the least about their job in particular and see how you can use that to strengthen the bond and make the work more interesting.
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One thing I can definitely state that helps, don't create a whole group around one person, for instance I might have a Operations team of 9 people but really only one of them does the work and is the SME. Now, this person is going to be flooded with questions coming into the group, they're not going to necessarily receive the recognization they deserve because that would be admitting that other members are doing less. This person will most likely stay in the position for while as they're established as a SME and important, unfortunately they'll eventually leave because of workload, lack of promotion, etc. Now you have a team that doesn't know anything and serious situation that will affect the whole organization. The moral of the story is to provide people with the recognization they deserve, assure that tasks are evenly assigned, and realistically if you have an exceptional person on your team, have them train the rest of the team to transfer subject knowledge. This all starts with treating staff as people and knowing their individual motivations, its completely idiosyncratic and every manager, Program Manager, Project Manger, etc will have their own strategy.
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Please have staff engagement activities, get to know more of the team members and address the issues they are facing. Check out, in which stage your team is, and set up a plan.

Forming: Group of people comes together.
Storming: Disagreement about mission, vision, and ways to approach the problem.
Norming: The team has consciously or unconsciously formed working relationships.
Performing: Relationships, team processes, and the team’s effectiveness in working on its objectives.
Adjourning: It is time for team members to pursue other goals or projects.

Majorly, due to following reasons companies have more iteration rate and project suffers badly.

• Team members work alone, rarely sharing information and offering assistance.
• Team members blame others for what goes wrong; no one accepts responsibility
• Team members do not support others on the team
• Team members are frequently absent thereby causing slippage in the timeline and additional work for their team members
• Lack of communication among team members
• There are no clear roles and responsibilities for the team members
• Team members “throw work over the wall” to other team members, with lack of concern for timelines or work quality
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Let us ask the question ourselves. What would motivate us to stay? Of course, different people have different motivation. But generally speaking, it depends on how much value does the job add to you as a person and as a professional. If I do not see value, or I see a better value in a different offer, I may decide to quit my current position.

And as a mentor, if I see that my staff member can get more value by taking another opportunity, I should be supportive of their decision. So, with every staff, it is better to be prepared with what would I do if they had to leave to pursue a better career opportunity.

Every individual who is part of our team and is contributing for achieving the common goal is important. As a leader, it is important to help the team members see value in the contribution of their fellow team members and approach each other with respect.

But, if due to unavoidable circumstances, the staff member decides to leave (of course, it should be a hard decision for him / her) my job is to ensure that the work is not affected; but at the same time be supportive of his / her decision.
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