There is no ‘one’ answer as to what makes a great workplace, but it does begin by understanding your employees. Not everyone wants Friday night drinks and a cake on their birthday. Many people just want reward and/or recognition for the work they do.
Think about the following questions:
- Do you know your annual staff turnover?
- Do you know what most of your employees do on the weekends?
- Do you know the professional aspirations of your staff?
If you answered NO to any / all of the above, that’s OK. It just shows there is an area that may need to be improved in order to save money on continually re-hiring staff.
The focus of these workplace programs is to identify measurable outcomes to ensure you know whether:
- Your current employees are a good fit for your organisation
- Team members are in the right roles at your organisation
- The company understands the aspirations of their team members and can help them to get there, and
- The team are being regularly appraised and recognised for their achievements.
The following case studies illustrate the benefits of working with Your Business Culture to help alleviate employee turnover.
Case Study #1
A prominent finance company came to us when they noticed that six staff members (out of 28 staff) had resigned within the first six months of the year. That's over 20% resignations of the workforce in six months!
- Major staff resignations
- No clear policies or procedures
- No performance review schedule
- No personal reward or recognition
- Staff concerns not being acted upon
DISCOVERY SESSION & WORKPLACE PROGRAM
During the Discovery Session, the management team addressed their concern over the high employee turnover but were not clear on the reasons why.
When speaking with the staff, it became apparent there were many underlining issues that has not been addressed for some time. The staff raised concerns such as not being given pay rises for the past three years and never having performance reviews where work issues can be addressed. They also spoke of not having clearly defined responsibilities which often caused work flow to just stop.
Despite having regular staff meetings, they spoke of little reward or recognition by management during their busy times and when disruptive staff were complained about, they felt nothing was done.
Now that the ‘real’ issues had been established, we worked with the management team to define which of these could be acted upon and how. They started by identifying the issues at their next staff meeting and indicating that changes would be made. All staff were made aware of their next performance reviews and their frequency. Management have also contracted Your Business Culture to manage and report on their staff exit interviews in future.
They are conducting an audit of their work flow procedures to identify areas of inefficiency and will make changes accordingly.
The result; six months after we completed the workplace program, there had been no resignations during this time.
The management team felt that the enthusiasm of their staff has changed as there was more purpose to their role now.
Your Business Culture remains in touch with this company and is ready to assist where needed.
Case Study #2
A national communications technology company, headquartered in Melbourne, ran a large and diverse workforce with a remote area team dedicated to servicing state territories.
Initial contact with Your Business Culture arose after company directors were alerted to issues of employee dissent by senior management.
- Lack of communication between departments
- Loss of faith in management (one particular person only)
- Remote workers not engaged in the company culture
- Business goals not being shared with the employees
- Role requirements that keep changing
DISCOVERY SESSION & WORKPLACE PROGRAM
During the Discovery Session, the directors were not aware why Your Business Culture had been called in, but trusted their senior management team to help investigate further.
Management and senior staff members helped to identify a clear lack of positive and productive communication between departments including sales, tech support and marketing that was hindering efficiency. Upon speaking with the staff, deeper issues were identified. There were significant areas of concern raised by the staff that contributed to this lack of communication. The lack of output, support and communication by one director in particular was a key driver in a lot of frustration as many decisions had to go through him.
There were other issues raised by a wide cross section of staff members including -
- Not feeling appreciated or acknowledged for the after-hours work that was being completed,
- Not knowing the ‘bigger picture’ of the company and
- Continually being asked to complete tasks that were not part of their original role description.
Once everything had been shared, the directors were initially unresponsive to change believing they should just go and hire more staff if the current ones did not want to work there. Your Business Culture had to call upon the trusted senior staff members to be the conduit between us and the directors. Eventually we were able to reach a compromise that showed the directors the value of communication with staff and how employees need to feel valued in their workplace. We also worked with the directors to show a metric of the cost of replacing staff and what else these funds could be used for if not having to train new staff.
During the six month follow up, some of the suggested changes had been implemented and while there had been some staff resignations, it was felt that the changes that had been made – mainly around communication channels – had significantly improved workplace morale and efficiency.