Monthly Archives: March 2011

Thinking outside the box for retention…

A lot of people carryout projects and work around retention and employers often spend a lot of time and money thinking up complicated business wide retention schemes. I am a believer that one of the best retention techniques a company can adopt is sitting down with employees once they know they are unhappy or thinking about leaving and being able to discuss the situation over. This gives a clear view of why the employee is making the decision.
Talking to staff on a one to one basis provides the opportunity to find out the issues but also resell the business to the employee whose view might have taken a negative turn over their time working at their current employers. It is only human nature to think that the grass is greener on the other side and conducting an exit interview or speaking with the employee before they have decided to leave might make them realise that they are in the best job for them at the current time.
The average daily commuting time has dropped to a 10 year low to 47.5 minutes. There are many reasons why the daily commute could have dropped but having employees living closer to their place of work has many benefits for both the business and employee. A lot of the time little decisions and pieces of information often get over looked when people seek new employment.

It is important for a solid retention strategy that all areas that could affect the employee’s decision are identified and investigated.

Aer Lingus resolves a potential time bomb!

A dispute between Aer Lingus and its cabin crew over working hours has been resolved after the company agreed to more “family-friendly” rosters. The airline industry is a heavily regulated sector and recruiting new recruits to fill gaps if employees had chosen to leave and if the dispute had not been resolved would have come at a high price to the company. Retention is a very important issue within the airline sector, working with employees and hopefully being able to provide working rotas will help manage employee expectations through these difficult times, especially when employees know pay rises and other benefits will not necessary happen or have already had them capped.

Employees putting on their thinking caps.

Recently employees at Blackpool Council have agreed to a voluntary pay cut to reduce compulsory redundancy. The initial figures of compulsory redundancy was thought to be about 1000, but has now been reduced to under 400 due to the agreements from the staff. It is a good short term retention measure to keep hold of good employees but in the long term it will need to be closely managed and the employees rewarded for their help dealing with a difficult situation. Will it work in a real business environment long term? Employees are often willing to accept short term measures for the long term success of a business but if the business does not respond and recognise what staff have done it could turn into a potential major thorn in the side of the council.

Fingers crossed for staff at Blackpool Council that the pay cut works and gets them through this difficult time.