The retention challenge – recognising the individual

Are you one of the growing number of people managing remote and overseas staff and realising that traditional retention tactics aren’t working?

You aren’t alone according to several industry surveys. Gartner’s research has revealed that Covid has left many employees questioning the purpose of their work and what they want from their job and career. That is certainly making retention of good employees more challenging particularly those based overseas where personal and cultural factors may influence retention in unexpected ways.

Post pandemic the growth in remote work is also aligned with growth in employee individualism, independence and questioning of what matters to them. Retention can no longer be secured with the promise of flexible work arrangements and a personal development plan.

So how do we retain remote knowledge workers?

My advice whilst helping organisations deal with this issue today begins with shifting the focus of retention strategies from the “norm/group” more to each individual and their values. It is now very clear that more good people will stay with you when you build their sense of connection and purpose rather than simply offering the traditional financial incentives and mechanisms. Today’s leaders, now more than ever, must have and employ great emotional intelligence and be open to thinking about the “person” rather than simply the role they fill or team norms.

A framework for retention

I have found the following framework effective. Also, whilst implementing it the onus is on leadership to employ strong interpersonal skills and develop a real connection to their people. Further, the goal must not be creating a “data set”, but more learning valuable and actionable human insights.

1. Develop an understanding of the ‘inner core’ of each employee

a. What interests them – as individuals?

b. What do they value and care about?

2. Develop an understanding of the ‘outer core’ of each employee

a. Who is in their network?

b. Who do they trust/admire?

c. What/who influences them?

3. Build their sense of organisational community and connection.

a. Promote the value/purpose of their role to the business.

b. Establish working buddies and small teams where there is value to the individuals concerned.

c. Build trust in and between the people around them.

d. Communicate in a way that is aligned with an employee’s personal preferences.

e. Reward and recognition that is sincere, authentic, and individualised.

Of course, the key to delivering this framework is not only ensuring you have the right technology solution and support systems to streamline remote work as many have focussed upon. It is just as important to develop, deliver and monitor the required processes and tools that facilitate an ongoing understanding of an employee’s psychosocial needs and work-related preferences. If you can’t afford to lose good people, wherever they sit in the world, contact Sharon Howes of AblesonHowes and Associates to learn more. www.ablesonhowes.com