The share of workers quitting jobs hit a post-Great-Recession high in 2019, reports
the Bureau of Labor Statistics, challenging employers even further in this era of low unemployment and competition for qualified workers. Construction companies large and small are flush with projects. Yet, their ability to fulfill those projects could be jeopardized by the realities of today’s labor market, in which workers are in such high demand that both candidates and current employees are being actively targeted by job recruiters. And, according to the ADP Workforce Vitality Index, the industry suffers from an average turnover rate of 21.4%. For business owners, this has sparked an increased interest in strategies to reduce attrition, rehiring and retraining costs, and to create long-term workforce stability. Reducing Turnover Most employers are keenly aware of the need to pay competitive wages and, therefore, include it in their projected costs. But it doesn’t stop there. They’re also strategizing ways to improve the employee experience and create a positive work environment. An October 2019 report, “Workplace Satisfaction Report: What Workers Want—And What Doesn’t Matter,” revealed that there is often a disconnect between what employees want in their jobs and how often they experience those benefits. In short, there is no one-size-fits-all approach, and the best way to find out what motivates employees in the workplace is to start a conversation. You need to specifically ask your employees, “What’s most important to you?” For one employee, it might be more flexible hours. For another, it might be additional time off. And for a third, it might even be the opportunity to lead a new initiative or be considered for more responsibilities. Providing benefits that employees want but don’t necessarily expect allows employers to deliver benefits that make a real impact on employee engagement. What Workers Want As part of the survey, skilled trades workers were asked what factors they prioritize in the workplace. The top responses were: opportunities for growth and advancement, business practices in line with personal values, opportunities to gain marketable skills, recognition for their work and job security. These factors aren’t just valuable for the skilled trades, but for all employees. Keep them in mind as you consider the following components for inclusion in your retention strategy. 1. Prioritized Onboarding One company I work with sends each new hire an onboarding package that includes a letter from the supervisor, as well as a hard hat, t-shirt, safety vest and short bios about all the people they will meet during their first day. It’s a great strategy for kickstarting a feeling of belonging for new employees. Effective retention of top employees begins even before an employee’s first day on the job. Successful onboarding strategies include:Consistent communication—Making contact with candidates between the time an offer is made and their scheduled start date is crucial to the onboarding process.
2. Culture of communication Your employee value proposition (EVP) isn’t just for attracting talent; it also helps retain workers by defining what your company (and current employees) stand for. When creating an EVP, be sure to:
3. Consistent Feedback Ensuring that employees feel productive, invested and appreciated will make them more likely to say no to other job offers and choose to stay on your team. You can offer your employees this security by:
correcting mistakes more palatable
keep in mind that high-performing employees might interpret a lack of feedback as a lack of appreciation for their good work 4. Opportunities for Growth Even satisfied employees are often looking ahead to the next chapter. Take advantage of their strengths to help them succeed.
5. Upskilling Upskilling, or training and advancement practices that help workers learn new skills and take on new responsibilities, is being used more frequently to keep workers on top of their game. Consider these best practices:
Today’s labor market is already challenging, and workers are setting the terms of their employment. To make a real difference, companies need to know why workers quit and understand how to create a work environment that makes them want to stay. Parke Jacquay is the director of business development, energy and construction at Aerotek, a provider of recruiting and staffing services. Headquartered in Hanover, Maryland, Aerotek operates a network of over 250 nonfranchised offices with more than 8,000 internal employees. Visit aerotek.com.
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