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retain talent in organisation

Please Don’t Go! How To Retain Top Talent In Your Organisation

retain talent in organisation

Businesses exert a lot of time and resources in sourcing and appointing the right people. Having excellent staff is great but you cannot rest on your laurels. Competitors are always ready to prise them away with lucrative offers. How do you ensure that your best and brightest remain happy in their jobs and committed to your company?

 

 

Create a nice atmosphere

If your workplace is a pleasant place to work, your staff will feel more comfortable and have less reason to seek a move. Good rapport can be fostered by organising occasional staff outings, parties and collective participation in charity events. The investment in morale boosting activities can be crucial to staff retention in the long run.

 

 

Keep the lines of communication open

The phrase ‘my door is always open’ may be a cliché, but every manager should operate an open door policy. Look for employees input at meetings and ask for feedback when introducing new measures or projects and consider implementing suggestions they might have. This openness and transparency generates positivity amongst staff as they feel that you trust them and value their input and opinions.

 

 

Keep staff challenged

The best talent in any organisation want to be challenged in their role. If they are not stimulated by their work they may consider looking for pastures new. Vary tasks where possible. Assign staff to testing projects where they can put their skill set to use in different areas of the company. This will help invigorate staff and make them feel that every day at work represents a new challenge.

 

 

Reward excellence

Hard work and great results need to be acknowledged by management. Few things are more disheartening in the workplace than top class work not being appreciated. Acknowledgement can take the form of bonuses and generous commission rates or staff outings and parties. If employers feel their efforts are going unnoticed they can feel undervalued and begin to look at other organisations where they may receive more recognition and rewards.

 

 

Allow for work/life balance

Companies that recognise that employees have lives outside of the workplace generally have higher staff retention rates. If at all possible, offer schemes that allow for flexi time and even working from home. For example I’m currently working remotely from Canada for Sigmar in Ireland as I really wanted to go travelling for a few months without having to look for a job, so my boss has let me do that.

Ensure that you have adequate sick leave in place and provide sufficient holiday time. If employees don’t feel that they are receiving good perks or are unhappy with their work/life balance they could think about making a move.

 

 

Provide a platform for continued learning

Assertive employees want to learn and grow within an organisation. Allow them to attend seminars and training courses and sit internal exams if feasible. Staff will be grateful for the chance to upskill and increase their knowledge base.

 

 

Opportunity for progression

Every ambitious employee has the desire to progress their career as much as possible. It’s vital that structures are in place to allow progression. Hiring from within the organisation can have a really positive effect. Staff can see that there is a chance of advancement within the company. If talented members of the organisation see senior roles being filled by outside candidates, they can feel undervalued and become disheartened. This may lead to them seeking a move to another company where they feel they may receive the opportunities they deserve.

 

 

Conclusion

We hear time and again that employees are an organisations most valuable resource. Keeping them feeling valued and satisfied should be one of your main priorities. Staff leaving can be bad for company spirit and hinder productivity, while finding replacements can be difficult. Happy employees who are comfortable in their post are a lot less likely to leave. The onus is on you as a company to ensure that your employees are content and fulfilled in the job.

Posted by Recruitment Consultant, Sigmar on 7 December 2017

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Irish jobs market reaches 20-year high, as office re-entry drives unprecedented levels of recruitment activity

Irish jobs market reaches 20-year high, as office re-entry drives unprecedented levels of recruitment activity

Sigmar Recruitment today reports a record high number of job placements over April, May, and June 2021. The number of placements during this period is higher than any other quarter in the recruitment company’s 20-year history. Current figures are up 6% on the previous record set in 2019 before the pandemic. As one of the largest recruiters in Ireland, Sigmar has offices across the country and is present in all professional sectors. The first half of the year saw strong, consistent growth with job placements breaking all records in the month of May, with June accounting for the second-highest month ever. Commenting on the rebound of the labour market, Sigmar founding Director, Robert Mac Giolla Phádraig says: “The jobs market in Ireland has never been stronger or more buoyant than it currently is. We’re seeing several macro trends converge all at once, which is creating significant churn in the market. Remote working has literally opened up a world of new opportunities no longer bound by location. This is coupled with a rising tide of consumer confidence, as many professionals find themselves in a stronger financial position than before the pandemic. “The last 18 months has asked big questions of us all, and the humdrum of lockdown has created a desire for change which is now resulting in unprecedented numbers of people moving jobs. Employee loyalty is increasingly under question, with remote work being less enjoyable, many workers are now committed to the experience of work over the employer, adding further to the current levels of churn.” IT accounted for one-third of all job placements throughout the quarter, followed in order by Financial Services, Sales & Marketing, Accountancy, Life Science & Manufacturing, Office Support, Public Sector, Construction, Professional Services. Business confidence has also grown steadily over the course of the year, as vaccination gathered momentum. The “low-touch economy” is booming is sectors such as e-commerce, digital, and logistics. Says Mac Giolla Phádraig: “The resurgence of permanent recruitment is somewhat unique to how we’ve rebounded from previous downturns, where we typically saw flexible work return quicker.” Although the vast majority of job placement in Q2 were understandably remote, Sigmar reports that the tide is beginning to change with the majority of employers now committing to hybrid work over the coming three months. Mac Giolla Phádraig advises: “As we now choose our workplaces, at a time when the power dynamic has shifted to the employee, employers need to ensure adequate work practices to reconnect the workforce with the workplace equitably. There is an inherent risk that new workforce inequities may emerge, such as “proximity bias”, where those closest to the centre of influence get greater recognition and therefore promotion opportunities as opposed to remote workers. When it comes to individual contribution the opposite could be argued that remote workers get the benefit of having less in-office distractions and their output is therefore greater.” Mac Giolla Phádraig likens remote work to long-distance relationships, which in many cases don’t work out. “We’ve gone from “living” with our employees in an office environment to long-distance relationships, which often sees commitment recede over time. The context of location also opens up new experiences and possibilities, which are now being explored on a scale never before seen.” He adds, “if we thought the war for talent was tough, just wait for the battle of attrition. It’s now emerging as the number one challenge for businesses across the globe.”