REWARD
Jeanette Wheeler, chief human resources (HR) officer, MHR, considers how employers can retain staff, including looking at those with long service within MHR
T here’s no doubt that the pandemic changed our perspectives on the workplace, work-life balance and what we each want to get out of our jobs. The recent passage of the Flexible Working Bill through Parliament in July this year is the direct result of these shifting expectations and reflects the growing demand among employees for jobs which work for them and fit into their wider lives. The broadened scope of opportunities for employees that this shift provides has been met with much excitement, especially as the pandemic also caused many to reflect on what their ‘dream job’ looks like. The ensuing rush to find the perfect working environment is known as the ‘great resignation’ and is being driven by employees for whom the grass always seems greener. Employees leaving their jobs, particularly after a short period of time, is not good for anyone and doesn’t help with long- term career progression. So how do we address this issue, and make staying in a job fashionable again 1 ? At MHR, we pride ourselves on creating a working environment which makes employees want to stay. We’ve reaped the benefits of having long- term, and happy people, not least in the form of our chief executive officer (CEO), Anton Roe ACIPP, who joined as an intern and worked all the way up. In this article, I want to explore the measures we’ve taken to achieve this, as well as how other businesses can do the same.
Career ambition is far from dead
people would rather get a job with benefits, compared to 30% who more salary but no benefits 2 ), they don’t provide much of an incentive for employees to stay long-term. The reality is that perks are replicable by other businesses, and there’s always going to be somewhere else that can offer bigger and better benefits. Furthermore, once the novelty of a perk wears off, they can seem superficial and don’t add much value. What makes a company unique, and employees feel truly valued, is a healthy, positive and cohesive company culture. By creating an environment in which employees feel they’re part of a community and a close team, and where each individual feels engaged with the company’s goals, businesses can make it extremely difficult for employees to consider leaving. “One of the most effective ways to encourage employees to stay
Cultivating a positive culture is about improving the team. However, to convince employees to stay, businesses must also focus on them as individuals. Research from Kelly Services has shown that while development and progression opportunities are the top reasons people stay in their jobs for the long-term, less than a quarter (23%) 4 of employees receive regular training and development. Therefore, one of the most effective ways to encourage employees to stay is by showing them a clear pathway towards a better and more rewarding career. The first step towards this is providing a comprehensive training package to every employee. Training modules should be organised into clearly structured programmes which are broken down into manageable modules, according to their content and level, so that employees can ensure they take the most suitable and beneficial courses to them. MHR’s People First platform, for example, allows employees to see what skills they need for a particular role so they can choose training which will help them achieve their career goals. In this way, companies can ensure bespoke training for each employee, so they only receive the training most relevant to them. If employees can see a pathway which will not only allow them to fulfil their career ambitions, but also enable them to see exactly how they can follow that path, they’re much more likely to stay at the same company, even if they’re considering a change in career. Recognising that every career pathway is unique, companies should facilitate non-linear career pathways, helping employees to plan ahead and unlock their full potential. Working with employees to find a career path that’s right for them will increase the business impact of each
is by showing them a clear
The move towards hybrid working 3 could potentially detract from this. The physical workplace creates a geographical cohesiveness which bleeds into company culture in a way that simply cannot be replicated over Teams or Zoom. The subtleties of human conversation can never be fully appreciated or accounted for virtually, and building a rapport or trust with another colleague is a lot more difficult without the non-verbal cues or micro- gestures which come with face-to-face interactions. All these small, and seemingly insignificant factors, contribute to creating an environment which means people will want to stay. As with anything, there’s a balance to be struck here. Having a level of flexibility is important to account for various personal commitments employees might have. pathway towards a better and more rewarding career”
Culture at the heart
Perks and benefits are often a key focus for employers trying to retain the best talent. Hybrid working, interest-free loans, health insurance and free lunches are all examples of shiny extras, designed to show employees their employer cares. While perks such as these certainly do work (80% of
| Professional in Payroll, Pensions and Reward | October 2023 | Issue 94 34
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