Trust, between leaders and employees, is an often overlooked element of retention strategies. Employees’ trust in leadership is predicated on their faith that leaders will exhibit honesty and meet their expectations. If there is disconnect or friction between a leader and his direct report, that tension can lead to a host of negative consequences.
Ethical behavior is essential for attracting and retaining employees too. An organization’s reputation is based not only on its financial fidelity, but also its fair treatment of its workforce. Employees start learning expected behavior well before orientation and this process continues throughout an employee’s tenure.
The success of Mergers & Acquisition is dependent upon retaining the right executives. The executive level focus is often overlooked because the drivers for a new corporate culture are based upon the collaboration and integration of both human resource structures, but if HR is colliding, they aren’t driving.
Maintain client trust and satisfaction by articulating the expertise of all your employees rather than specific people. The importance of maintaining a customer relationship should not depend on the customer’s fondness for one specific employee. Your clients must know that the quality of service is a result of the efforts of many people, not just their point of contact.
What supervisory behavior impacts voluntary turnover? Yes, your company’s organizational climate and productivity are significantly impacted by supervisory behaviors. Seasoned managers are assumed to be skilled, reliable, and knowledgeable. However, many are not able to translate those valuable assets into managerial communication or employee motivation.