Even the most dedicated employees can become vulnerable at work. They can get bored, feel taken for granted or wonder where their careers are headed.
That’s why HR pros and business owners know the concept of re-recruitment is so important—think of it as a “renewing of vows” between the associate and the organization.
Paycor Chief HR Officer Karen Crone addressed this topic in a recent webinar and offered four best practices for re-recruiting your employees.
1. Conduct a flight-risk assessment
Understanding your people risks is more art than science, but even though it can be hard to quantify, it’s critical to assess your team’s stability by looking at factors such as morale, tenure, peer relationships and behavior patterns. Dig into what you’re seeing and determine if an employee’s risk level of departure is high, medium or low.
Next, analyze the impact of an employee’s departure. If an associate leaves, what do you lose and what is the threat to your organization? Consider the importance of the role or function, any specialized skills and the number of incumbents for the position.
Again, rate the impact as high, medium or low and then put specific emphasis toward employees who are high-risk and high-impact.
2. Take the temperature
When you’ve identified a high-risk, high-impact associate, schedule some 1:1 interviews. Ask the employee questions such as:
* What do you like?
* What are you good at that you’re not doing?
* What questions do you have about the company’s direction?
* What obstacles do you face?
* How can we make things better for you?
In these kinds of conversations, you uncover problem-solving opportunities or career concerns. From there, a simple action plan created jointly can help the employee re-engage and feel cared for. To maintain that engagement, conduct periodic career check-ins. Remember: When an associate knows you care, he’s more likely to stay!
Also consider scheduling “skip-level booster shots,” meetings for the employee with the leader above the employee’s supervisor. This added visibility and high-touch approach demonstrates that the organization is truly invested in the associate.
3. Re-energize the workplace!
To keep all employees more engaged, take real action. Good intentions don’t move the needle!
Remember to offer routine recognition routinely. It sounds simple, but it’s commonly overlooked.
Unexpected forms of recognition are especially impactful, such as an impromptu meal, a reward that extends to the employee’s family or a visit to the associate’s workstation to deliver a personal message after a big win.
Changing the energy level of the workplace also boosts engagement. Consider starting the day with a 10-minute, standing huddle to keep everyone on their toes—literally and figuratively. You also might offer a sabbatical day during which you allow an employee to take a work day to get away and study a topic of interest outside of normal work duties.
4. Prepare the "Stay Offer"
In today’s work environment, it’s only a matter of time before an associate, especially a young professional, breaks your heart by handing in a resignation letter. The key is not to respond emotionally but instead to be ready to counter.
Of course, if you’re willing to invest in an employee after she’s ready to leave, why not invest now?
Take a look at your flight-risk assessments and determine what you’re willing to do to keep each associate. Could you offer a raise, promotion or transfer? Could you provide more training, more responsibility or greater visibility?
Being proactive in your re-recruitment and retention will save you the time, stress and money associated with recruiting new hires.
Are you interested in learning more about effective talent management? Download the complete webinar, 6 Tips for Recruiting and Retention.
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