Recruitment: 10 tips for retaining the best employees

Latest announcements on the Jobs Central recruitment page:

  • GM-Intensive, Background, Agriculture (Agribusiness) Harvest Road
  • Trainee Livestock Buyer, Naracoorte – Teys
  • Software support and documentation – ABRI
  • Graduate / Station Hand – Central West NSW
  • Communications Project Manager – via Rimfire Resources
  • Group Chief Financial Officer – via Rimfire Resources
  • Certified Hay Buyer, Mallee – via Rimfire Resources
  • Crop Protection Supply Specialist – via Rimfire Resources
  • Non-Executive Directors(3) – via Rimfire Resources
  • Territory Manager, Animal Nutrition – via Rimfire Resources
  • Technical Officer, Douglas Daly Research Farm – NT Govt
  • President and CEO – via Rimfire Resources
  • Manager, AgriFutures Engagement growAG – via Rimfire Resources
  • Stockman, Biloela Central Qld–Teys

Click here to access these and other exciting jobs in the meat and livestock supply chain currently listed on Jobs Central.

EMPLOYEE retention is important. Organizational issues such as training time and investment, lost knowledge, bereavement, precarious colleagues and a costly search for side candidates; not retaining a key employee is costly. Various estimates suggest that the loss of a middle manager costs an organization up to 100% of its salary. The loss of a senior executive costs even more.

Employee retention is one of the main measures of the health of any company operating in the agricultural sector.

Here are our top ten tips for retaining staff:

Management thinkers agree that a satisfied employee clearly knows what is expected of him every day at work. Changing expectations keep people nervous and create unhealthy stress. They deprive the employee of internal security and make him feel like a failure. This is not about advocating fixed jobs, just the need for a clear framework in which people are clear about what is expected of them.

Quality of supervision that an employee receives is critical to employee retention. People leave managers and supervisors more often than they leave companies or jobs. It is not enough for the supervisor to be liked or a pleasant person, starting with clear expectations of the employee, the supervisor has a vital role to play in retention. Anything the supervisor does to make an employee feel undervalued will contribute to turnover.

Employee’s ability to speak their mind freely within the organization is another key driver of employee retention. Does your organization solicit ideas and provide an environment where people are comfortable giving feedback? Otherwise, they bite their tongues or get constantly “in trouble” – until they leave.

Use of talents and skills is another environmental factor that your key employees are looking for in your workplace. A motivated employee wants to contribute to areas of work outside of their specific job description. How many people could contribute significantly more than they currently do? You just need to know their skills, talent, and experience, and take the time to tap into them.

Perception of fairness and fair treatment is important for employee retention. At one company, a new sales rep was assigned the accounts most likely to generate commissions. Current staff viewed these decisions as removing food from their tables. You can bet quite a few of them are looking for their next opportunity.

Time and training. When an employee fails at work, ask W. Edwards Deming’s question, “What about the work system that is failing the person?” More often than not, if the employee knows what they are supposed to do, the answer is time, tools, training, temperament, or talent. The easiest solutions to solve and the ones that affect employee retention the most are tools, time and training. The employee must have the tools, time and training to do their job well – or they will move on to an employer who provides them.

The best employees, the employees you want to keep, find frequent opportunities to learn and grow in their career, knowledge and skills. Without the ability to try out new opportunities, serve on challenging committees, attend seminars, and read and discuss books, they feel like they will stagnate. A valued and career-oriented employee should be aware of growth opportunities within your organization.

A common complaint or lament heard during an exit interview is that the the employee never felt that senior management knew he existed. By senior management, I mean the head of a small company or a department or division head in a large company. Take the time to meet new employees to learn more about their talents, abilities and skills. Meet periodically with each employee. You will have more useful information and keep your fingers on the pulse of your organization. It is an essential tool to help employees feel welcomed, recognized and loyal.

No matter the circumstances, never, ever threaten an employee’s job or income. Even if you know that layoffs are looming if you fail to meet your production or sales goals, it is a mistake to announce this information to employees. It makes them nervous; however you phrase the information; no matter how you explain the information, even if you’re absolutely right, the best members of your staff will update their resumes.

Your staff should feel rewarded, recognized and appreciated. Saying thank you often goes a long way. Monetary rewards, bonuses and gifts make giving thanks even more appreciated. Comprehensible raises, tied to accomplishments and accomplishments, help retain staff. Commissions and bonuses that are easily calculated on a daily basis, and easily understood, increase motivation and contribute to staff loyalty.

Examine your organization Are you doing your best to retain your best talent?

Source: Agricultural appointments