Trent Cotney, CEO, Cotney Attorneys & Consultants
As businesses recover from the economic, medical and social impacts of the COVID-19 pandemic, they may be facing another challenge: attracting and retaining the best employees. While many employees worked long, often-remote hours during the pandemic, others were laid off or furloughed. Although these experiences vary, the conclusion for a large number of workers is the same. They are ready to find a new job.
Those who found themselves working 24/7, often while juggling childcare and homeschooling, are likely burned out. These employees could feel underappreciated by employers who expected high productivity despite all the obstacles they faced. Those who were furloughed or laid off – especially those in service industries – may have no interest in returning to their previous companies or even to the same industry. They may be ready for something different.
The result is that all kinds of companies are facing worker shortages. They are seeing their top talent resign and embrace new opportunities and they are having trouble filling current and new positions. What are employers to do? Below are some key strategies for managing the turnover tidal wave.
If your top employee has just given notice, you may wonder what you could have done to prevent that. While there are numerous reasons why employees decide to leave a company, their compensation could play a part. With that in mind, review your pay ranges for all roles and compare them to others in your industry. Are your salaries competitive? If not, are you in a position to
increase them? Employees who feel underpaid can easily feel as though they are dispensable. Improving your pay rates and salaries, even incrementally, can go a long way in letting your workers know that you value them.
Aside from payroll, also review your company’s benefits and paid-time-off (PTO) policies. Providing your employees with solid medical benefits shows that you care about their well-being, as well as that of their families. And offering generous PTO shows them that you respect their personal lives, their mental health and their need to be away from work sometimes. If raises are not realistic for your company, increasing PTO is an option that many employees will appreciate. Some companies even offer unlimited PTO, as long as the work gets done, but there are mixed reviews. Businesses may worry that such a policy can be abused, while overly devoted employees can argue that without a set number of allowed days, employees are afraid to take any leave at all. Consider your company culture and determine what avenue is best.
In the past year or so, companies and employees have been praised for being resilient, adaptable and flexible – ready to adjust as needed to manage myriad issues related to COVID-19. As the pandemic subsides, be sure that your company remains flexible. If your employees performed well while working from home, there is no need to insist they return to the office 40 hours a week. You might consider issuing a survey and finding out if your workers would welcome a hybrid option – a few days in the office and a few at home. While this arrangement may not be feasible for every business, employees will notice your willingness to be flexible.
If it is imperative that employees work onsite, try to make the work environment more engaging. Offer a more welcoming employee lounge or break room. Provide a free lunch once a week or once a month. Encourage employees to personalize their workspaces or their equipment. For those employees who have gotten used to their dogs and cats as office mates, you might consider making your workplace pet friendly.
You could also be flexible in terms of dress code. If your office workers have worn sweatpants and slippers for the last year, adjusting to business wear again may be tough. With that in mind and if appropriate for your business, maybe relax the dress requirements a bit. If every day is not possible, perhaps introduce casual Fridays. Let your employees know that you trust them
to do great work, whether they are wearing suits or not.
Whatever the issue, ask your employees for feedback. Find out how your company is supporting them and where it is falling short. And when you get suggestions for improvement, be sure to act on them. You may be unable to solve every issue but, by tackling those that you can, you will demonstrate your willingness to accommodate your employees’ needs.
When your employees excel, take notice! While they may feel good about a job well done, they will feel even better if you send a thank-you email. You could also express praise through employee awards, public mentions during meetings and shout-outs in a company newsletter. These moments of positive feedback do not take much time or money but the boost to your employee
morale can be invaluable.
Human resources professionals can likely tell you that one complaint many employees voice as they head out the door is they are stuck in their current roles, presumably with no upward trajectory. For these workers, their jobs become monotonous and uninteresting.
To combat such stagnation, it is critical to offer professional development. You could create a leadership program or bring in a consultant to facilitate one. You could also encourage your employees to attend industry conferences and workshops and you could subsidize continuing education courses. But, more importantly, you must be willing to promote from within. Show your employees that you appreciate their years of hard work and that you trust them to take on more responsibility. And when other employees see their colleagues promoted, they will likely be inspired to test themselves, improve their skills and hopefully experience the same result. Find ways to foster the professional growth of your employees and they will feel more valued.
Be sure to embrace diversity in your workforce. Teams are often most productive when they incorporate workers from varying backgrounds and cultures. Such variety builds a more robust skillset for your company as a whole and it shows your employees and your clients that you are inclusive of everyone.
Even if you increase pay rates or offer better insurance, some of your employees will still decide to move on. As you see this happen, remember that other companies are experiencing turnover as well, which means other employees are out there looking for work. Make sure your company is appealing to those in the job hunt.
If you have won awards, especially those of the “best places to work” variety, be sure to include them on your website and social media pages. Also, monitor your profiles on LinkedIn, Glassdoor and other job sites. If current or former employees have posted negative reviews, consider what their criticisms are. Are they just ranting or do they bring up issues you can address? If the latter, add a comment that you are exploring the matter and thank the person for the input. Such a response can help tone down complaints and make them less problematic for potential employees viewing your page.
However, your reputation is more than your online presence. Make sure that you are visible in your community. When potential employees see your company participating at a charity event, sponsoring a local festival or presenting at an industry conference,
they will be more apt to seek you out and research what employment opportunities you have. At conferences and other industry events, be sure to include not only your company administrators but also employees with varying roles. These activities and your multi-ranking inclusion will show that your company is a leader in the community and in your field and that can make you attractive to job seekers at all levels. Losing top talent can be difficult for every company, but there are ways to control a turnover tidal wave. By listening to your employees, making sure they feel valued and protecting your company’s reputation, you can
ensure that you have an effective and productive team for many years to come.
Disclaimer: The information contained in this article is for general educational information only. This information does not constitute legal advice, is not intended to constitute legal advice, nor should it be relied upon as legal advice for your specific factual pattern or situation.
Trent Cotney is Board Certified in Construction Law by the Florida Bar, an advocate for the roofing industry and FRSA General Counsel. For more information, contact the author at 866-303-5868 or go to www.cotneycl.com.
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