In Part 1, we looked at several steps to ensure you can minimise employee turnover, including turnover trends and managing expectations. Here are some more tips to make sure you get recruitment right, first time.
Be clear about employee terms and conditions
Salary and benefits are often a sensitive area, and if new recruits receive less than the advertised figure, they will naturally become dissatisfied and prone to look for work elsewhere. Employers and recruiters need to make sure that employees are given a proper contract before starting work, laying out any salary terms, including benefits and bonuses. Contracts should be given enough time to be reviewed by the employee, so they have time to raise any issues before they begin working for you.
Educate new recruits about the company culture
Immediate familiarity is an essential part of any recruitment process. This should, at the very least, include an office tour, which will allow new employees to meet and engage with their co-workers, as well as their immediate colleagues. This kind of exposure will give a realistic insight into the company culture and working conditions, helping to combat any false expectations that can lead to early departure.
Use customised, quality assessment tools
A big reason for employee turnover is the employee’s lack of skills for the role. This is usually down to CV embellishment or simply poor screening and interviewing on the company’s part. If you find that a significant amount of employees are being terminated due to a lack of skills, you need to improve parts of your recruitment process.
Bosses and recruiters need to use the best assessment methods available to validate the employee’s skills and aptitude. Structured interviewing and behavioural questioning is the best way to do this, coupled with relevant skills tests, which will help verify candidate knowledge and suitability. Similar tests can also examine the employee’s ability to adapt and learn in new situations. In certain instances, where behaviour is an essential part of the role, you may also want to use a personality assessment, giving insight into a candidate’s responses to particular scenarios.
Formal introduction and orientation
This is a step up from the cultural introduction, which will help to improve employee retention, especially in instances of early departure (e.g. in the first few months of employment). These initial weeks are critical as the employee begins to integrate (or not) and form opinions on the workplace and colleagues. If a new recruit feels bewildered and untended to, they may become unhappy. Without making those immediate connections in the first week, the risk of departure becomes greater.
Devise a training programme
New recruits can quickly become dispirited if they are not shown what to do and how it’s done. If a business has been understaffed or does not frequently recruit, it is easy to drop new employees in at the deep end. It is important that employers work with department heads and managers to devise introductory training programmes, emphasising that it is not only critical for retention, but performance too.