Outstanding Workplace Relationships – The Key to Retention

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Outstanding Workplace Relationships The Key To
Retention
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Workplace surveys conducted by Manpower Inc.
indicate that despite an economic slow-down,
there has been a steady increase in the number of
individuals who plan to look for new job
opportunities. In 2010, the figure was 60. In
2011, the estimate was 84!
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As the year comes to a close, it will be
interesting to note whether the trend continued,
as well as predictions for 2012 and beyond.
Whether the numbers remain consistent, the impact
of workforce mobility and knowledge transfer on
organizations cannot be understated.
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The most common reasons cited for leaving or
thinking about leaving a job relate to overall
job satisfaction, relationship with ones
immediate manager or supervisor and low morale.
The cost of turnover will always be significant
and on-going, despite economic conditions.
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Yet, while it is true that some aspects of an
employees decision are outside of an employers
control, the most neglected area of focus in my
view relates to the intangible workplace
motivators. The highest priority ought to be on
building and sustaining outstanding workplace
relationships.
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If employers paid greater attention to developing
a deeper understanding of the make-up of their
teams, sought to meaningfully improve
communication as well as a create more informal
opportunities for people to connect and share
ideas at work, a happier and more productive work
atmosphere would ensue.
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In a nutshell, organizations place an enormous
focus on attracting talent. However, once on
board, less attention is given to creating an
environment where people want to stay and
voluntarily contribute to the overall goals and
objectives.
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In my experience working with businesses of every
description, the reason many people become
dissatisfied in their jobs is because being heard
and acknowledged by management and co-workers is
an ultimately lower priority than the work itself.
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At all levels, everyone feels the pressure of
managing their daily workload. As a result,
paying attention to the human element becomes
neglected.
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I recently worked with a highway maintenance
company, presenting on the topic of improving
workplace communication.
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During their weekend retreat, people privately
shared ideas to improve productivity by having a
different set of tools available on the job that
could cut road maintenance costs by one third in
their area. Yet, their crew has no influence on
the equipment purchasing decision.
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From their perspective, they feel that their
hands-on experience could immediately benefit
their employers productivity and profitability.
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Meanwhile, the leadership team may have examined
the business case for purchasing different
equipment, although their findings or rationale
isnt apparent to the front line.
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Opening the lines of communication could make a
significant difference. When organizations make
the time to listen and create more opportunities
for dialogue, miscommunication can be avoided,
trust builds and relationships become stronger.
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In the absence of prioritizing greater connection
between management and staff on a regular basis,
the seed is planted for growing dissatisfaction
in the workplace. Ultimately, a negative outcome
may result in a potential loss of talent and
experience that is difficult to replace.
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ionships-the-key-to-retention/