As experienced managers eventually learn, hiring is difficult, tedious, expensive and risky. Reviewing resumes and meeting with a long line of candidates can wreak havoc on a manager’s schedule, and it can pull interviewers and other employees away from critical tasks that require focus and attention. And the stakes are high; a poor hiring decision can have lasting consequences for everyone involved.
Fortunately, the best way to get around these hiring obstacles is simple: spend less time hiring.
Once you find and onboard talented candidates, don’t let them get away. Work together with them, help them grow their careers, and keep them stay on the team so you won’t have to face the hassle of saying goodbye and searching for a replacement. Here are three moves that can support your retention efforts.
If you’re like most employers, you probably conduct a formal performance review with each employee about once a year. Performance reviews can help employees stay on track to success, but once a year won’t do the trick. In fact, negative feedback gathered in July and dropped on an employee in January can feel like an awkward ambush, and it can undermine the relationship in ways both subtle and obvious. It’s not pleasant to be criticized, but it’s especially unhelpful to have that criticism delivered six months after the fact. Meet with your team members on a regular and informal basis to check in with them, let them know how they’re doing, and allow them to return the gesture.
Compensate with more than money
Of course, you’ll need to pay your employees a competitive salary in order to keep them on board, but a little extra effort goes a long way. In addition to your base transaction (a week of work for a week of pay), make your office feel like a second home and your teams feel like a second family. Small gestures like free lunches, fun events, softball teams, and Friday happy hours make an employer much harder to walk away from.
Talk about what they’re getting, not just what they give
When you meet with your employee during your regular sessions, don’t just talk about how well she’s performing and what she’s contributing to the company. These things matter, but they only represent half the relationship and half of the equation. Make sure your employee feels satisfied with how this job supports her career plans. Is she receiving the training and exposure she needs to build her resume and carry her to her next destination? If not, how can you help? What resources can you provide? What kinds of projects and challenges will benefit her the most?