Upon completing a successful selection process, the next challenge a hiring manager will face is finding ways to ensure that all the time, effort, and money spent does not go to waste by having their top talent leave for greener pastures. Below are some of the common retention challenges faced by hiring managers.
Employee disengagement - is one of the challenges facing hiring managers when it comes to the retention of staff. In fact, a
Mismanagement – research by Target Training International showed that over 95% of all people stated that they have been mismanaged. As a result, they will attribute their below par performance at certain periods during their employ as having stemmed from this mismanagement. Eventually, those interviewed gave their reasons for leaving the company as being because of one reason: mismanagement.
Being unclear about job accountabilities - a common reason why people are let go is that there is disagreement at the manager level about what constitutes “superior performance”.
When the individual’s talent is not being applied or when they are not rewarded by the job - are common scenarios which can pose a challenge to successful retention in a company. Both of these issues occur when there is a bad talent/job match and are easily eliminated when the talent of the candidate and the talent requirements of the job are identified, measured and matched appropriately.
Conflict within departments or teams - no matter how talented the team, if the members can't get along and align, the team will not succeed. Occurrences of conflict within a team or between two employees can be avoided completely, or significantly improved when the talents of each individual involved is recognized and understood.
By accurately measuring talent and thereby understanding each individual’s talent, recruiters and hiring managers can tackle the challenges that hinder successful retention in a company. Gallup identified key questions that when answered positively correlate directly to retention.
• Do I know what is expected of me at work?
For a “yes” answer, be sure to inform your staff about what is expected of them at work in the most effective way for their particular style of communication.
• At work, do I have the opportunity to do what I do best everyday?
Give every individual the opportunity to do what they do best at work everyday, based on their particular talent strengths.
• At work, do my opinions count?
Give the individual an opportunity to voice their opinions, while providing them with opportunities for growth based on their particular strengths.
• Does my supervisor, or someone at work, seem to care about me as a person?
In order to enable the supervisor to create a powerful working relationship with the individual, ensure that you provide them with key talent information.
We have the tools necessary to accurately measure all of these areas for each candidate, employee, and the requirements of these for the job itself.
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Authors: Tricia Neves and Gary Sorrell – copyright protected worldwide. All rights reserved.
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Tricia Neves
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