What makes you different in attracting and retaining employees?

The Onboard Phase
Onboarding starts as soon as a candidate accepts your offer. How welcoming is your organization to new talent walking in? Are you helping new employees feel like they’re part of a community, or are they essentially strangers trying to figure it out on their own? Those that are welcomed into the “community” are likely to have a harder time leaving versus someone that never connects with others in the workplace. Getting the onboard phase right can significantly reduce turnover rates down the road.

Also, during this phase, I recommend filling any communication gaps that might exist. Usually there’s a period of days or weeks between accepted offer and start day. Stay in touch during this time and consider scheduling an informal meeting to help the new employee feel special and welcomed. During this “expectation” meeting, divulge all the information necessary to be successful within your organization or department. I’m talking about those things that aren’t written on the job description. Share the “unwritten” rules about your company or culture, tell them what you expect of them and what it will be like the first week, first month, first year. You will also need to ask the new employee what they expect of you. Make this conversation an open two-way street. There is often a disconnect between our expectations and the talent sitting across the table. We need to fill that gap and make sure we are all on the same page before the employee starts the daily job.

The Retain Phase
Retention is a massive phase within the talent lifecycle. We could spend days on the subject of helping companies retain their talent, but for now let’s boil it down. Over the years, I have noticed a handful of persistent and common requests from talent. When I ask them, “What are your top three to five factors in deciding to look at an organization or leader,” I often hear these four replies:
• First, people want a two-way open, honest, transparent communication channel within the organization. That includes upward, sideways and downward communication.
• Second, they want a chance to make an impact. This means they want their voice to be heard and encouraged, and they want to be considered for projects or ideas.
• Third, people want to grow. They welcome challenges and problems they can help solve.
• Finally, they’re looking for an employer that is going to invest in them. They want their leaders to take a risk on them by helping them pick up new skill sets, move into new functional areas, or be considered for promotions and growth opportunities.

If you can incorporate these four factors into your retention strategies, I believe you will be far more successful in keeping the talent you need to move your organization forward.

The Exit Phase
The exit phase is often not a pleasant one. However, employers that embrace it as an opportunity to align their message are the ones that earn a good perception in the marketplace. How are you treating your talent when they give notice? Do you tell them to get out? Do you slam the door on them as they’re leaving? If they’ve been good employees, I would challenge you to keep that door open and welcome them back anytime. As long as there is not a character or performance issue, even exiting employees can remain your allies. Sometimes employees move on in order to pick up some new experience you can’t offer, or they simply think the grass is greener elsewhere. Encourage them in their transition, offer help, and let them know they are always welcome back. Benevolence might not be the natural reaction, especially if you’re feeling slighted by a person’s leaving. But it is definitely the type of response that will differentiate you from other employers and perhaps give the exiting employee greater reason to return one day. People remember how they were treated. And goodwill comes back around.

Throughout your talent lifecycle, I encourage you to look for opportunities to create a different and memorable experience for applicants, candidates, and employees. Ultimately the story you share is the one your employees will share, too; if you treat them in a way that walks the talk. And “talk” is the key word here. Even in an age of increasing automated systems and technology solutions, people still matter. So, treating everyone who comes in contact with your organization—customers and talent alike—as an asset, complete with open communication, feedback, and respect, will ultimately boost your productivity, engagement, and status as an employer of choice.

Chad Kopitzke is the founder of NeXtGen Advantage, an innovative talent management firm based in Neenah, Wisconsin. As a human capital expert with specialized knowledge of generational issues in the workplace, Chad brings a unique vantage point to modern business culture. Connect with Chad at chad@nextgen-advantage.com.