Recruitment is just the start of the process, retention, engagement and maximising a person’s potential to the organisation’s mission is the ultimate game plan.
The following insights are based on our 20+ years of experience and the latest research findings to back it up.
We developed our Scout Survey to bring some science to this both at the recruitment phase (Saarrah Mathinthiran) but also as a retention tool.
1. PURPOSE: THE QUEST FOR MEANING & LEARNING
Employees seek roles that offer both Legacy and Learning.
Employees remain engaged when they contribute to organisational improvement whilst simultaneously developing their skills.
Organisations fostering shared purpose experience significantly higher retention rates, with purpose-driven companies achieving 40% higher retention levels.
2. PEOPLE: CONNECTION AND RECOGNITION
Workplace relationships matter profoundly. Studies indicate that higher degrees of friendship mean employees are more engaged in their work and more satisfied with their tasks, whilst those with more opportunities to make friends at work are more emotionally attached to their institution and have less desire to quit.
Gallup longitudinal research demonstrates that well-recognised employees are 45% less likely to experience turnover after two years. Organisations with effective recognition programmes report 31% lower turnover rates.
3. PERFORMANCE: AUTONOMY AND CONVENIENCE
Modern workers increasingly prioritise self-determination through Voice and Choice. Research demonstrates that 80% of workers say they would stay longer with employers who provide flexible work options, with autonomy enhancing collaboration and accountability. Additionally, geographical factors such as commute distance can dramatically improve work-life balance and retention.
THE MANAGER FACTOR
Whilst these three pillars are essential, one variable can make or break employee retention: the immediate manager. The number one reason employees leave a job is due to a bad boss or immediate supervisor. Managers affect employee retention by shaping the employee experience and building engagement, serving as internal factors within the company that can influence whether an employee wants to stay.
A skilled manager can compensate for organisational deficiencies in purpose, people, or performance, whilst a poor manager can completely undermine even the most employee-friendly organisation.
