Employee recruitment and retention are hot topics in the world of Human Resources. In executing their duties, HR professionals every day address a number of recuitment and retention myths. These myths include the following:
People most often leave for more pay. While research shows that most people do not leave a job for more money, very low-income workers will leave for more money in order to make ends meet. Others use pay to express a perception of unfairness in how the organization values their contributions.
Productivity-based incentive programs produce long-term impacts and improved morale. Studies show that carrot-and-stick motivation programs do not pay off with long-term employee retention. Employees want a chance to learn and grow in the job, perform meaningful work, collaborate with good supervisors, and receive appreciation for a job well done.
Employees do not want more responsibility. Employees are not looking for more work, but are looking for opportunities to grow and develop their skills. Employees want to try new things, to feel skillful, and to experience personal satisfaction that comes from higher levels of achievement.
Loyalty is dead. Employees want greater work-life balance as well as the opportunity to make higher contributions to the success of the organization. Employees express loyalty when given the opportunity to better serve customers and when given more learning opportunities.
Improving employee satisfaction is expensive. Research tells us that employees cannot be bought. Employees want a manager that listens & responds to employees’ ideas, supervisors who support people’s growth & initiative, more training in how to do their jobs better, and effective, positive co-worker relationships. Meeting these needs does not have to be an expensive undertaking.
Employee satisfaction is fluff. Studies show that lower turnover and greater satisfaction levels have a positive impact on customer satisfaction & organizational financial success.
Supervisors are the problem. Supervisors today on average have more staff reporting to them than in the past, yet the amount of training provided to supervisors is minimal. The root issue of underperforming supervisors may rest more with the organization that the supervisors themselves.
My organization’s employees are different. Employee issues & needs are universal and are not dependent upon industry.
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