In recent years, a Watson Wyatt survey uncovered a startling statistic: more than 50 percent of employers polled said they had no formal strategy for employee retention. The survey further noted that workplaces that demonstrate the value they place in their employees and that put into place policies and practices that reflect effective retention practices will benefit, in turn, from worker commitment and productivity.
The same survey found that 85 percent of employers opt for wage increases to retain employees, while 58 percent opted for a benefits package. However, these hasty reactions can prove costly for a club. Creative strategies that go beyond pay and benefits can be employed to attract and retain employees just as effectively. The experts agree that money is not what typically motivates your staff. Recognition, engagement and being a part of your club’s extended family are what keep them retained for the long run.
How is it that some clubs are the beneficiaries of a happy and well tenured staff while others continue to be a revolving door of new faces that are here today and gone tomorrow? With the knowledge that the staff is perhaps the club’s most valuable asset, clubs should consistently practice a few common sense basics to attract and engage staff. Clubs that successfully keep good employees over time often share many of the same practices and policies.
1. Maintain a proactive commitment to advancing the club’s reputation in the community.
What is the word on the street as to what it is like to work for the GM, the department managers and the members? Savvy prospective employees do their homework. Are the current staff ambassadors for the club? With most prospective employees relying on social media as well as word of mouth as reference points, consider updating and enhancing the club’s website listing for “employment opportunities” with additional information about employee benefits and testimonials about why staff enjoy working at the club.
2. Create a structured and meaningful orientation program for new employees.
Initial impressions count, and a good onboarding process that encompasses more than brief introductions, a cursory tour of the club and an outdated and cumbersome employee manual can help engage new hires from the start. An orientation that spans several days and covers all the basics should include sharing the club’s values and culture, organizational structure and set the tone for the employee’s tenure and job expectations. It is your best and maybe only chance to make the new employee feel that they are part of your team. More often than not, employees fail not by virtue of their skills but by a “disconnect” where they do not embrace the club’s culture—which is hard to do if they weren’t introduced to it.
3. Pay and offer competitive wages, salaries and benefits.
If you factor in the cost to the club of excessive turnover, both financially and emotionally, the incremental increase that is equal to or exceeds your competition makes good business sense. In addition to conventional benefits, get creative. What might you offer that would distinguish your club from the others down the street? In the economic downturn, it was common to hear that clubs froze salaries and wages. What was initially explained as a temporary measure, evolved into a practice spanning several years. Trying to rationalize such cuts to your employees at the same time that the board and members have approved spending several million dollars on a large capital project is downright discouraging and defies logic.
4. Provide clear and effective internal employee communications.
Research shows that one of the best ways to increase employee engagement is through a strong employee communications plan. More than just a vehicle for rules and regulations, a good plan allows for two-way communication between the employee and club management. Don’t leave employees feeling devalued or underappreciated—provide mechanisms for both employee feedback and recognition for a job well done. Employee satisfaction surveys are just as important as member satisfaction surveys, and should be conducted regularly to measure employee engagement.
5. Offer ongoing training and education opportunities.
Today’s employees are looking for opportunities to grow and advance in a career. The pundits tell us that Gen X and Y need to be engaged and challenged, as they quickly get bored with mundane routines. If you are willing to cross train, it may help to identify those with the potential to move up in your organization. Your willingness to earmark funds for professional association education as well as relevant continuing education programs is a small investment for the potential return. Additionally, programs addressing non-work topics such as healthy lifestyles are beneficial and provide opportunities for staff interaction.
6. Timely and meaningful performance reviews.
The failure to let staff know how they are doing may be the most frequent complaint from employees that we hear about in staff interviews as part of the search process. Performance management clarifies expectations and can serve as a way to motivate employees to develop and expand their skills, identify ways for club staff to work together, and reward good performance. Effective performance reviews help employees understand not only how to do their job well, but also recognize that their performance has a tangible impact on the club—making employees more satisfied with their jobs, dedicated to their work, and invested in the club’s success.
7. Give ongoing and frequent recognition and public praise.
For some managers, paying compliments is not something they are comfortable doing. Again, if the staff is critical of management, lack of heartfelt thanks ranks high on the list of what they would hope for and need. There is a simple exercise that works and forces managers to think about it every day. Start in the morning with five coins in your right pocket. The goal is to have every coin moved to the left pocket by the end of the day. You can only move the coin when you find an employee doing something right and publicly thank and praise them. That takes five minutes of your day.
Charlie Hoare, CCM, is a principal at GSI Executive Search, Inc. He can be reached at 850-997-6979 or [email protected].