News Archive

15 March 2018

5 Reasons Why Your Employees Want to Leave

Imagine being in a situation where that star employee that you cant imagine running your business without wants to leave. And you’re sitting there thinking what have I done to allow this to happen?

Retaining top talent is as important, if not more important, then attracting new talent. And top talent quit their jobs all the time for a number of different reasons, but more often than not, the reason they leave has a lot to do with their employer. Here are a few reasons why that might be.

1. Low Salary
We’re starting with the most obvious factor; Money. When you’re offering an employee a salary that is below market standard, you better hope that you have a strong enough culture to keep them because more often than not that employee will want to leave.

How to fix: Money isn’t always everything to your employees but I implore you to stay on top of the competition, or at least stay at the same level to them, to keep your very best workers.

2. Lack of Opportunities
Employees will always seek growth opportunities and that is especially true to the Millennials and Gen Z’ers you have in the workplace. There’s a sense of direction that comes into play when you have something to work for or something to gain. Not only this, but employees want to grow and develop their skills.

If they are not able to grow, both in terms of their position nor their skills, then that might be the very reason you’re losing some of your most promising employees.

How to fix: It’s important you have set up constant dialogue with your employees to ensure they are happy, and that you have created an achievable path for them within the company.

3. Losing Meaning
At times your employee might lose meaning and purpose for what he or she is doing. They will begin to ask themselves if they are really contributing to something meaningful. To something that is actually bigger than themselves.

Meaningfulness is very often hard to define, that’s why it’s important your leaders continue to communicate your company’s mission to your employees, and what exact part they play within it. In many ways, it is your job to connect your employees to the ‘Why’ in ‘Why do I work here?’.

How to fix: Ask your employees questions such as:

What inspires you to work?
What makes you happy?
How does our purpose make you feel?
From this, you can form a baseline of understanding of what makes them tick and then facilitate a sense of meaning and purpose from this.

4. Lack of Autonomy
How many times do we tell employees that they will be their own boss, that they will have all the autonomy in the world to do their work and drive the business forward? But in the process of doing so, we’re still monitoring and micro-managing their every move.

Imagine having what is already very stressful role, coupled with the bickering and scolding of your manager on a daily basis. Doesn’t sound great, does it?

How to fix: Give your employees control. If an employee has a stressful job but has a certain degree of control over their work, it would help alleviate the negative emotions they might feel. This is because while an employee might feel stressed at work, there is a genuine sense of accomplishment that comes out because the company put their trust in that employee.

5. Lack of Appreciation
Or should I say lack of love? I think all employees want to feel confident in what they are doing but also within that they want to be appreciated and valued. For example:

Working in a poor physical environment
Being treated disrespectfully or ignored by their manager
Being paid unequally to their colleagues
There are tons of different ways an employee might feel unsupported by their company, and the larger the organization is, the worse this problem becomes.

How to fix: Create an environment of transparent communication between all levels of employees, and a system in place to ensure that managers are having a conversation with each and every one of their employees on a daily basis.

It’s important to note that these five factors are not the sole reasons your employees quit, but more often than not one of these factors plays a major role in their decision to leave. If you are able to keep appreciation, meaning, salary, independence, and opportunities in mind when thinking about each and every one of your employees, then you will more often then not retain the employees you have lost to in the past.

Source: The Undercover

15 February 2018

7 Very Important Aspects of the Recruitment Process

No two companies are the same. So it makes sense that when it comes to recruitment, every company does things slightly differently. Nevertheless, there are a few things that every recruiter should try to incorporate into their strategy.

Here are seven of the most important aspects for any recruitment process:

1. Writing the Job Advertisement
Take time over your job advertisement. Describe the role in detail. Give a ballpark salary figure. Try to get across a sense of your company culture and brand. The right ad will help to filter your candidates before their CVs even reach your desk, saving everyone time in the process.

2. Speedy CV Feedback
People appreciate a quick response to their CV. This means keeping track of everywhere you’ve placed your job advertisement – job boards, social media, your own company website – and providing speedy feedback to the people you’re interested in. For the sake of your employer brand (see below), it’s worth trying to reply to everyone but make your top applicants a priority.

3. A Streamlined Process
Candidates hate multiple interview stages. When a recruitment process is long-winded and time-consuming, you’re more likely to lose candidates along the way. Some applicants will already be in conversation with other companies. Others will struggle to take multiple days away from work to attend interviews. An organized, streamlined process makes life easier for you and your candidates too.

4. Employer Branding
Ask yourself why someone would want to work for you. There are sure to be plenty of reasons. But unless you’re Google or Apple, you need to develop your employer brand in order to share that vision with your candidates. You also need to find ways of communicating that brand to prospective employees. When it comes to attracting top talent, you’re competing with the big boys and really need to sell what working for your company is all about.

5. Interview Availability
The best candidates have busy schedules. They might not be able to take time off to attend an interview slot of your choosing. Try to be flexible about your availability and give your top candidates lots of options. That way you guarantee an interview with the people you’re most interested in.

6. Making an Offer
When it comes to making an offer to a candidate, you can’t just think of things from your own business perspective. You need to consider the possibility of a counteroffer from their current employer and start your bidding at an appropriate level. You should also consider offering a slightly higher salary than the candidate has asked for in a bid to keep them happy and prevent them accepting other jobs. Also, bear in mind that salary isn’t the only factor that your candidate will see as important. Incorporate perks and rewards into your offer to really seal the deal.

7. Sending Out the Paperwork
Every stage of the recruitment process requires good communication with your candidates. You need to keep them informed of any developments promptly. When it comes to sending out an offer letter, this is crucial. You’ve already put a heap of time and effort into finding the right candidate. People tend to get nervous if there is a delay and more likely to look elsewhere. As soon as you have made a decision, get the paperwork in order to make sure you don’t lose the candidate you’ve worked so hard to find.

Communication is the cornerstone of any recruitment process. Add some top-notch employer branding, the perfect job ad, and a little flexibility and you’ll have a well-honed and super-effective recruitment process at your disposal.

Source: Undercover

25 January 2018

5 Benefits of Hiring Temporary Workers

Why you should consider hiring temporary workers in the first place.

Whether you’re stocking up on staff to cover holidays and sickness, or bringing on extra talent for a special project, short-term hires can help your company in a number of ways. Here’s a look at the top five benefits of temporary hiring.

It provides flexibility in an unstable economy
Smaller companies have to be able to adapt their team during busy or low periods, but hiring and firing permanent staff can be time-consuming and detrimental to morale. Being able to bring on more workers or scale back the workforce to respond to the ebbs and flows of demand is highly desirable to business owners. Temporary staff can also provide a quick fix for sudden turnover, long-term leaves, and special projects.

It gives your company access to new skills
The cliché of the temp tends toward lower-level admin roles, but the reality is that temporary staff can bring new skills and perspectives to their role that can, in turn, improve efficiency or streamline production. If a new project or product requires skills outside of your team’s area of expertise, a temporary employee can provide that new talent to keep things moving.

It saves you money
While the exact logistics of temporary hires differ from company to company, the process is usually far more cost effective than making a permanent hire. Hourly rates can sometimes be implemented rather than a salary, and with reduced – or at least short-term – availability to benefits and other company perks. In the short term, the cost of hiring a temporary staff member is often cheaper that the cost of committing to a permanent employee.

It can lead to meaningful hires
Finding employees that are the right fit for your workplace is always a challenge and making a bad hire can be costly. Temporary employees, on the other hand, can provide employers with the chance to evaluate workers over a longer period of time without committing to a permanent offer. It can also alleviate some of the urgency associated with filling an opening in your permanent staff – having a short-term employee in place during your recruitment process ensures you take your time finding the right hire.

It can boost morale
While the divide between permanent and temporary staff can be difficult, the addition of short-term employees can also help the overall workplace mood. When your employees are forced to work double shifts, to work nights and weekends, and to take on extra roles and responsibilities because you’re shorthanded, morale can quickly decrease. Your employees can get stressed, become exhausted, and burn out.” Offering extra help during your company’s busiest periods (or when personnel turnover leaves your under-staffed) ensures your core team stays happy and productive.

Delaney Browne Appointments is well placed to provide temporary cover for roles within the office sector. To find out more about how we can help and to receive competitive rates, please give us a call on 0118 959 2043. We look forward to hearing from you.

Source: Adapted from an article from Workopolis

23 November 2017

How to Successfully Onboard New Employees

Given the huge effort and expense devoted to sourcing and attracting talent, it is sometimes surprising to see how little attention is paid to playing in new starters. All too often it is a case of ‘sink or swim’, which is none too smart given current challenges in recruitment.

Successful organizations invest resources to position employees for success; it’s a more effective approach than having to find the resources to deal with lost productivity and turnover. Actively helping newly hired staff transition into their roles is crucial if you want to get the full benefit of your hiring efforts quickly.

One of the big problems with induction programmes is that they treat onboarding as a checklist of activities when it should be an integrated process of engagement and involvement.

Don’t assume that new starters have the relevant social skills and business understanding to tap into your culture and network independently. Invest time in introducing recruits to their new environment and offer initial support and a framework for learning.

Clarity of purpose is key

You probably started the recruitment exercise with a comprehensive job description and supplemented that with a carefully crafted person specification. Your candidates probably interviewed with the line manager and, ideally, met other members of the team. In the real world though, when your recruit takes their seat, the pieces don’t always fall into place easily.

‘Unrealistic expectations’ is the most often cited reason employees given when they resign. When organizing onboarding programmes it’s a good idea to address more than job conditions and rewards; include performance expectations so that your newly hired staff starts with a realistic perspective of what is expected of them in terms of performance objectives.

Failure is often the result of new recruits either misunderstanding the demands of the role or a lack of the skill and agility in adapting to the new situation. The first can be avoided with a good induction design and the second can usually be overcome with coaching or mentoring. The best new hires will have a learning process to go through to meet the required level of job proficiency for their new role.

An effective induction should be tailored as much as possible for each role and should start with an assessment that identifies what is most relevant to the situation. If you rush the process without a good understanding of the issues likely to confront newly hired staff your risk hampering their achievement of key performance indicators.

Positive and productive

A positive onboarding experience which is relevant, timely, and meaningful will engage recruits as quickly and effectively as possible so that they feel comfortable in their new roles. The better you can facilitate their adjustment the sooner you will see results – confidence, performance, retention, perceived fit, job satisfaction, and engagement.

This is what the CIPD has to say: “Managers need to invest time in inducting new employees to help them settle in, become productive more quickly and to help prevent them from leaving within their first six months in the job. We recommend using a ‘buddy’ system to provide support more informally to help new employees settle in”.

Successful onboarding improves retention and promotes long-term organizational success. Helping new employees become proficient makes them more valuable to the organization. The key to achieving this is a good orientation process that uses a structured approach to build a more productive, engaged, loyal workforce who contribute to and reach organizational goals more successfully.

Top tips for successful onboarding:

Engage with new hires to support them in learning their new roles and navigating your culture and context.
Allow new hires to use time in asking questions and learning their way around.
Help new recruits build a big picture perspective by encouraging participation in organizational events and identify colleagues and stakeholders who can help recruits establish positive relationships.

Source: The Undercover

16 November 2017

Perks at Work: Big Deal or a Little Luxury?

When searching for a new role, prospective candidates are more often than not, sold by the incentives an employer offers. In recent years, employee perks have developed into integral factors of any office job, becoming less of a perk, and more of a necessity. With 19% of employees claiming to not receive any perks from their employer, it is becoming increasingly competitive between corporations to locate the most enticing benefits to satisfy and retain their employees.

Google as the prime example has gone so far as to equip their offices with Energy Pods, in order give their employees some space to nap when in need of a bit of shut-eye.

In today’s office space, common perks include access to changing facilities and reclining chairs, but do these “perks” really make much of a positive impact on employees? Some perks although small, have a beneficial effect over a staggered period of time. The most commonly offered employee perk is free hot beverages, with over half of office workers having access to as much caffeine whenever they should like.

However, the remaining half are expected to subsidize this cost themselves, which could be costing them up to £950 per year, the equivalent to an all-inclusive seven day holiday to Portugal. It’s these smaller incentives which are often taken for granted, that actually benefit the individual employee the most over time and encourage positivity amongst a workforce.

What incentives would make you seal the deal?

Sometimes, employees don’t want to sell themselves short with the little perks but are often lured in by the less accessible perks which are not offered elsewhere. The perk which office workers desired the most (43% of those included in the survey) was flexible working hours. This gives employees the freedom to work to their own schedule, which almost always results in better staff retention. It is this opportunity for employees to take more control over their working hours and their own time, which stimulates them to be more productive and motivated workers.

The potential power of office perks

The question on every employer’s lips is do perks actually make a difference to the morale and productivity of a workforce? The answer is an indefinite yes, with 20% of employees admitting they’d work harder if offered them, 37% revealing they’d be more motivated and a whopping 49% confessing they’d be happier.

Given that stress is the number one cause of disengagement and absence for employees in the UK, it seems justifiable that this could be changed with the addition of a free bar after a busy day at work, or the ability to work from home when the traffic is a little too hectic. By treating hard-workers with the care and attention they deserve, businesses are more likely to see results in employee loyalty, a high retention rate and subsequently a lower turnover within a workforce.

Source: The Undercover

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