Employee retention can be a problem for businesses in every sector. Perhaps one of the most overlooked factors relating to this issue is the non-communication of a clear lack of vision on behalf of the employer.
This absence of clarity can affect employees in a surprising number of ways. For example, foresight and job security are intimately intertwined and demonstrate a thorough commitment to a goal, creating a shared vision between both employer and employee alike.
In the words of renowned motivational speaker, Zig Ziglar, “Lack of direction, not lack of time, is the problem. We all have twenty-four hour days.”
Without clear and consistent communication, however, an employee can become disconnected to a company ethos and may end up feeling isolated within an unnecessarily fractured environment. In many cases the employer may be unaware of the employee’s feelings in the first place resulting in surprise when notice is given. Time is then spent trying to stem the loss of productivity and the further complication of having to source and appoint new staff who will need to receive induction and training.
This issue can be avoided by improving work-place communication which can be instigated and amended using a variety of tried and tested methods. Assigning a time for regular meetings, for example, is a logical and progressive tactic which can maintain contact on a formal level to begin with. However, personal check-ins and memos which encourage employee questions, as well as imparting information relating to what is expected of them, is a less used but equally valuable way to encourage ongoing communication outside of structured timetables.
An employee will remember when their employer refers to suggestions that they have made and will feel that they are being listened to when contributed input they have offered in the past is acknowledged and acted upon. In turn, a reciprocal relationship develops trust and security, factors which cement the bond between employer and employee. An employer who has demonstrated the ability to be open and available to discuss the ideas and experiences of employees is much less likely to lose staff in the medium term.