note of the variety of factors that can inspire or detract from employee loy- alty. With these factors in mind, com- panies can build effective employee retention programs. The following principles can guide companies as they develop those programs.
Providing only generalities about job responsibilities will communicate the “what” but not the “why.” Most recruit- ing processes will explain the skills that an employee is expected to have, but a truly effective process will also commu- nicate the attitudes and perspectives that an employee will be expected to bring to the job. Clearly communicating your employ- ee value proposition is another step that will help in transitioning prospec- tive hires to loyal employees. It is not enough to communicate basic benefits. Those applying for jobs want to experi- ence a sense of purpose, be challenged to grow their skills and have opportuni- ties for advancement. Explaining what that looks like at your company will help applicants determine if they are willing to make a long-term commit- ment to your company. EFFECTIVE ONBOARDING DRAMATI- CALLY BOOSTS RETENTION During the recruitment process, com- panies should paint an enticing picture of the great employee experience they offer, as the onboarding process is the beginning of that experience. It is the first impression a new employee has of company culture, workplace dynamics and employee experience. If not done well, it can seriously damage a compa- ny's retention potential. Employees who find that a company’s onboarding does not match their expec- tations can rapidly lose trust in their company. To prevent this, companies should have a strong process that quick- ly orients new employees to all relevant policies and procedures, facilitates in- teraction with coworkers and invites feedback. Research reveals that compa- nies that have a strong onboarding pro- cess improve retention by 82%. EMPLOYEE WELL-BEING IS CRITICAL FOR STRONG RETENTION Employees in the tree care industry face a number of dangers, including falls, elec- trocution and equipment accidents. As a result, even the most experienced arbor-
ist can feel significant work-related stress on a regular basis. If employers don’t acknowledge and help with the manage- ment of that stress, it can lead to burnout and threaten employee retention. According to a 2021 Gallup poll, burn- out is something that 74% of employees experience. Gallup also found that em- ployees who have a high level of well-be- ing are remarkably resilient to burnout. As such, companies that want to boost retention must have programs that mit- igate burnout by promoting well-being. The programs should include assistance with managing stress and achieving a healthy work-life balance. EMPLOYEES STAY WHEN THEY FEEL VALUED Better employee retention is one of many benefits that companies will experience when they take steps to make employ- ees feel valued. There are a wide variety of steps that companies can take in this area, including providing competitive compensation, public recognition and awards, and career development op- portunities. As employees experience these, their dedication to the company increases. Involvement and empowerment are two key factors that communicate to employees that they are considered valuable by their company. Involve- ment relates to employees being “in the know” when it comes to the factors that are shaping the company’s future. When employees are invited to speak to the decision-making process, they feel a higher level of ownership. Empowerment relates to employees being “in the flow” when it comes to the success of the company. Empowered employees know that their performance directly af- fects the company’s success and, conse- quently, their success. They clearly under- stand the company’s strategy and the role they play in executing the strategy. The statistics that have been gathered on employee retention reveal two key truths that should drive companies to improve their efforts in this area. First,
STRONG RETENTION BEGINS WITH STRONG RECRUITING Retention is easier when you start by hiring the right person for the posi- tion. This requires a solid recruiting strategy that clearly aligns potential hires with the company’s vision, mis- sion, values and goals. Beginning with the job posting, companies must clearly communicate the full array of expectations.
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