Before an employee is even brought on board, the likelihood of retention already has begun. Some employers make the mistake of giving a false image of the role, corporate culture and expectations, but an employer can improve the odds of retention simply by providing a realistic job preview while hiring, says Elise Freedman, director in talent management for Towers Watson, a global professional services company in New York City.
"With a realistic job preview, it's about making sure that everybody in the process – from the recruiter on through the other folks interviewing the candidate – understands the job and how the corporate culture would impact the role," Freedman says. "When the individual gets there and the reality matches what was communicated, you have a much stronger likelihood of being able to retain someone longer."
Freedman recommends that employers follow a structured hiring process that focuses on behaviors. To do this, the hiring manager should identify what the organization values and some of the key behaviors for the particular role. Once those are established, the hiring manager can tailor specific questions during the interview that would evaluate the job candidate's ability to meet those requirements.
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"You're hearing real examples of what they've done and how they've handled behaviors that are important in your organization," Freedman says. "For example, you can ask the candidate to tell you about a time when they had to work with a team member who was especially challenging. You can find out the situation and what they did to make the situation workable."
Although some hiring managers consider job candidates with multiple jobs over the last few years as retention risks, this is not necessarily the case, Freedman says. Today's economy has caused many companies to downsize, and it's not always a job candidate's fault that he or she has had to jump to multiple positions. A hiring manager should investigate what circumstances made that job candidate decide to move to another position. Of course, some job candidates simply seek new challenges frequently, but it shouldn't be assumed this is the situation for everyone.
"You shouldn't just look at a resume and decide you don't want to talk to someone because they may have moved around if it looks like they could be a right fit and have the right skills," Freedman says. "It's something you want to explore."
Once a new employee has started with an organization, a comprehensive onboarding process plays a large role in retention, Freedman says. The onboarding process, which is recommended to last at least a year, should include three components: administration, culture and knowledge.
Administration not only includes benefits enrollment and preparing the proper forms but also ensuring the new employee has an office space and computer ready, Freedman says. Some employers are not prepared for these simple tasks, but this oversight can leave a lasting negative impression.
When onboarding for corporate culture, an employer should help a new employee feel connected to the organization immediately, Freedman says. This can be as simple as organizing a team meeting or lunch to help the new employee become acquainted with his or her new co-workers. And to onboard for knowledge, Freedman recommends creating job aids and a list of frequently asked questions that can help a new employee better understand his or her role.
"Onboarding is about setting up employees for success and helping them understand who's who in the organization," Freedman says. "You want to show them who they need to network with and introduce them around the office. You should check in to clarify expectations and see how you can support them. During the course of the first year, you should be clear about how they're performing."
During only the first three to six months in a new role, an employee typically decides whether this is the right job and employer, Freedman says; thus, it's important that the hiring process focuses on retention from the beginning. By painting a realistic job preview, following a structured process and helping an employee successfully transition into the new role, an employer is more likely to hold onto that employee.
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