STAFF RETENTION
“At Go Ape, our values are front and center always,” says Marti. “They are posted to our website and ingrained in our daily practices.”
The following strategies are specific ideas on how values play an important role in employee retention.
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2. Communicate company values from the start. Marti works to infuse Go Ape’s values and mission into all aspects of the company. As a result, staff who reviewed their experience on job website indeed.com rated culture as the top aspect of working at a Go Ape operation. Building culture starts during the hiring process, which is an op - portunity to establish expectations with prospective staff regard - ing the company’s values and what it cares about. For example, one of Go Ape’s values is “do the right thing.” This simple phrase is a huge driver of behavior at the company, and Go Ape makes that clear to applicants in various ways, including using technolo - gy to learn more about would-be team members. To help put people in the right positions and deliver more data to hiring managers, Go Ape uses a behavioral assess - ment tool called The Predictive Index in the hiring process. The index identifies certain desired behaviors ideal for a given job description and produces a short five-minute survey for job applicants to take prior to a first interview. The tool takes the responses and identifies applicant behav - iors that hit the mark, as well as areas where the applicant may have blind spots or weaknesses for a specific position. Marti admits this is not black and white. Because someone isn’t a perfect behavioral fit doesn’t mean they won’t get hired. But it allows for a more meaningful interview, and it opens the line of communication around where a candidate may fall short and how that person might overcome blind spots. It facilitates the beginning of the manager-employee relationship with a common understanding that everyone is trying to “do the right thing.” 3. Use company values to coach employees. Discussing performance issues with staff can be intimidating for managers, so they often avoid doing it. High performing employees recognize when a coworker isn’t performing at their best, though—and they want a manager to address the issue. If issues are not discussed and corrected, it will deterio - rate your culture and you could lose good people. Values provide structure for conversations between manag - ers and employees. When you establish company and job expectations up front, it’s much easier to refer to those later to celebrate ways employees are meeting those expectations and objectively discuss where they’re falling short. People are less defensive and go into a problem-solving mode for their own performance when expectations are clear.
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