The reign of the candidates is an increasingly pressing reality. The first difficulty of employers today is finding the right people and professionals to mentor and grow the business. The second is to keep them.
If selection and recruitment are processes that can be outsourced, retention is an internal task. From the management style to the salary level, the reasons why a person leaves his job can seem to be a lot. In fact, they are reduced to a real need of each one of us – that of being seen and appreciated.
How you “see” employees and what is the role of HR
Seeing the employee means knowing him, identifying and anticipating his needs. Starting from this significance, the individual importance, the concept of personalization at the employee level was developed. As in commerce, we follow consumer patterns and create more and more personalized offers based on the data about them, and the employee practically becomes a “customer” that the organization must take care in order not to lose him.
Applying the principles of sales retention at the organizational and employee level, HR focuses on personalizing the way they work and the benefits. There is no longer an offer of benefits other than competition or an above-average salary level. Everything is discussed at the level of individual employee.
Personalization per employee – the first steps
Most efforts focus on the needs of the organization, but the paradigm shift brings benefits in several areas and, in particular, at the retention level. If in the organizations with few employees a personalization of work and benefits can be accessible as time and efforts, how can you do this in large businesses with hundreds or thousands of employees?
The personalization of the employee experience represents the adaptation of the organization’s offer in terms of environment and way of working, procedures at department level, benefits package and communications based on the information it has learned about the individual.
A recommended approach for large companies is a pilot program to identify employees interested in such a personalization process. In any organization, there are people who want to learn more about their own behavior and how they can use their personal data to improve their performance. Make them available for monitoring, track their behavior and performance and help them analyze the data and identify their needs to become better.
The pyramid of emotional needs
Starting from Maslow’s classic pyramid, Anthony Robbins defines 6 basic needs for psychic and emotional fulfillment. These represent a key, a starting point in obtaining a model of individual customization of employees, with applicable points at group level:
- Safety: the need for security, comfort, order, consistency, and control
- Diversity: the need for uncertainty, variety, challenge, change, surprise, adventure
- Meaning: the need for understanding, validation, to feel useful, desired, honored, special
- Love and connection: the need for connection, communication, intimacy and love shared with others
- Growth: the need for physical, emotional, intellectual and spiritual development
- Contribution: the need to provide, protect and serve others and the good of all.
Continuous listening, offering solutions for permanent development (and especially development through actual activity, learning by doing, with implicit benefits for business), personalized salary package, punctual feedback, all these can be ways to approach the employee and I kept him.
You can delegate department-level managers or team-leaders who work directly with employees to get timely data on the needs of each in relation to their work. The feeling that you are seen and count in the organization is a driver of performance. How well do you know your people?
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