How to . . . Retain workers

COMPANIES spend a lot of time and money finding and developing new staff, so it makes sense to ensure they are happy and want to stay with the organisation.

Natalie Maroun, MD at performance agency LRMG, has advice for companies on how to retain staff:

For decades, traditional wisdom held that about 20% of a company’s employees were unhappy at work, about 60% were happy-ish and another 20% were “ecstatic”. This model assumes that about 80% are in danger of defecting as soon as something better comes along. Companies should try to develop a more active company and build a reciprocal “I’ve got your back” culture in the organisation, according to which all workers, regardless of their religious denomination, sexual preference, race, culture and gender, feel accepted, valued and comfortable being who they are;

However, diversity only works if it is managed by leaders who are inclusive of difference. Companies need to promote a culture of inclusivity across the board. It should not be limited to a particular group that is asking to be included;

A formal sponsorship programme can help people to feel part of the organisation and develop greater loyalty. Sponsors are essentially people in positions of power who work on behalf of their protégés to clear obstacles for them, foster connections, assign higherprofile work to ease the move up the ranks and provide support in case of stumbles; and

Leaders need to be visible so that other members of the organisation can learn from their behaviour. Leadership roles are given to those who manifest “executive presence”, which is done by people watching and modelling the behaviour of their leaders. Leaders need to come out from behind their closed doors and be seen. — Margaret Harris