It’s to create a corporate-wide community, development, and recruiting culture that includes a defined and holistic human-centric employee value proposition.In response to the COVID-19 outbreak, many companies are requiring some or all of their employees to work from home. What should AEC leaders do? Not just AEC leaders but the guiding force of any highly skilled workforce? The answer is to go beyond siloed recruiting practices and racing peers to offer the best salary and benefits. LEO A DALY knows this works it encourages all its designers and managers to achieve additional certification and net-zero experience to contribute to sustainability projects more effectively. To develop an internal labor pool and close skill gaps, consider engaging and nurturing junior hires or empowering more senior teams. Imagine how much turnover you could prevent if you invested in employee development. Work Institute’s “2022 Retention Report” shows that most employees leave their jobs for career reasons. “By promoting regular and frequent dialogue around the career development of our employees, we not only demonstrate the company’s intent to support the growth of our employees, but we also provide our managers the ability to identify frustrated or discouraged employees before they consider looking for employment elsewhere,” says Benes. “Employees are not simply looking for great pay and benefits-they are seeking a rewarding career, one where they can grow and develop,” Benes says. However, Benes has gone much further by removing the company’s antiquated performance review process and replacing it with career development meetings focusing on short-term and long-term growth plans. The company constantly assesses its benefits and compensation to be in the upper quartile compared to peers. Prioritize career development and internal mobility.Įd Benes, president and deputy CEO at LEO A DALY, has led a substantial shift in recruitment and retention strategies at the international AEC design firm, culminating in a continuously developing culture of corporate-wide communication. Gallup research shows that employees are 3.4 times more likely to consider the onboarding process successful if their managers are involved.ģ. Plus, it can result in engaged employees. Giving your employees more ownership of hiring decisions can help build culture, camaraderie, and trust. When hiring, consider asking employees for referrals. It is deeply motivating for employees to have a say in their next teammate, especially if they will work directly with that person. Bring as many employees into the process as possible. Refrain from relegating recruiting to HR or only using traditional, nonhuman recruiting mechanisms like advertising or online applications. Involve current employees in the hiring process.Ĭonsider making recruiting a corporate-wide goal. Creating an employee value proposition requires a big-picture view to ensure every point works in tandem to benefit all employees.Ģ. Pay increases driven by human resources go nowhere if employees are miserable under domineering managers. For instance, remote work can motivate senior employees but neglect new hires who need support. Siloed, these elements are not as effective as they could be. Are you providing value locally and globally? Do you know what your employees care about? Employees don’t want to feel like cogs in a machine. What have you done to foster a sense of belonging? Do people have a degree of independence and accountability? Are there opportunities for employees to engage and connect? It is clear from the past few years that connection and culture are huge motivators.
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