According to a recent study conducted by Survata, seven out of ten workers are interested in more frequent and meaningful communication from their employers, and it’s not hard to see why; these are complicated times for both employers and employees, and concerns about healthcare options and long term financial plans are taking center stage. Workers want to know what the future holds for their insurance, their pensions, their workplace benefits, and the growth of their careers. And they appreciate and respect employers who can provide clear answers. Here are four ways to build loyalty and improve retention by communicating more effectively with your teams.
Don’t drop news bombs on them.
When you have an unexpected announcement to make regarding, for example, the surprise departure of a respected company leader or a downward swerve in the company’s financial prospects, make the announcement quickly. Don’t sit with the information and let it stew while you spend days crafting the perfect message. This only feeds the rumor mill, which can undermine the strength of your message once it’s released. Make your announcements with strategy and diplomacy in mind, but make them quickly.
Know what “need to know” means.
If you have a message to release, but you’d like to keep it among insiders and essential personnel until you’re ready, do these “essential personnel” know who they are? If you rely on an information hierarchy, make sure the structure of this hierarchy is clear and consistent. Everyone in your inner circle should know where they stand. And everyone who radiates out from this inner circle should recognize and respect the way the lines are drawn.
Skip the long emails.
Don’t send out long emails laden with impenetrable blocks of text when you need to announce a change to the company health plan or business structure. Most employees don’t read long emails from HR, no matter how important the content may be. In fact, most employees won’t even read short emails, and they tend to get their information from other employees during face-to-face conversations. Engage your information hierarchy and make sure each person receives the message by word of mouth from a manager, HR pro, or trusted source.
Don’t just accept feedback; solicit it.
Request feedback from both employees and senior managers, and make sure every person in the company knows where to go and who to speak to make their voice heard. Make sure everyone feels comfortable airing greivances, reporting problems, requesting additional information, and registering opinions.
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