For many leaders like you this is a constant anxiety. Small businesses are the economic engine in this country. Many are dependent on a few key human resources to make them run and be successful. These are people who have been with you, possibly since the beginning. You have invested amazing amounts of time, energy and money into them.

You are probably asking, “But, how do I encourage them to stay? How do I make it worth their while and still turn a decent profit?”

According to the Gallup organization, who has done extensive research on the subject, money is not the answer. Employee engagement is the key. I define employee engagement as a person who is fully invested, both mentally and emotionally in your company. They are all in.

And, you, the leader, have the ability to create the kind of environment that will make them want to stay. Here are the four most important things you can do.

FOUR KEYS TO RETENTION

1. Clearly communicate what is expected of them. I’ve talked about this before. This is the most important thing of all. It is the foundation for everything else. People want to know what is expected of them. They want to know what success looks like.

The more clearly you can paint that picture for them the better. Not knowing creates an enormous amount of anxiety for an employee. When they feel like they are constantly having to guess where the target is, it wears on them and has a powerful, negative impact on their motivation, buy-in and dedication.

The other key is to make sure that you communicate in terms of outcomes and results desired. Too many leaders only talk about activities and duties. While these need to come into play, even more important is for people to understand and have a firm grasp on the end product you are looking for.

2. Equip them with what they need to succeed. Now that they know what you want from them, it is essential that you give them the tools, materials, equipment, and training they need to produce the kind of results you expect.

I have talked to countless employees over the years who are dealing with the ongoing frustration of not having the appropriate tools to do their job well. How would you feel if you were on the phone servicing customers all day and had a headset that was constantly crackling in your ears, making it difficult for you and your customers to hear?

What if you were a programmer and were calling tech support to fix your computer every other day? What if you were a mechanic (you wouldn’t believe how often this happens) and you didn’t have the tools you needed?

Just like unclear expectations, this becomes a daily grind and drag on their energy, enthusiasm and commitment. Not only does having the right tools help them do their job well, it communicates to them that you care.

3. Give them opportunity to operate in their sweet spot every day. Jim Collins, in his book, “Good to Great” coined the phrase “in the right seat on the bus.” That is a phrase that you may be very familiar with. It captures the essence of this point.

If people are properly placed within the organization, doing the things in which they have the ability to be highly competent, as well as what gives them deep personal satisfaction, you have a powerful combination.

I encourage you to take a look at my posts on How to Successfully Turn Raw Talent Into Functional Strength and Functioning in the Zone. They give added insight on this subject.

4. Show them consistent appreciation and respect. Money is almost never the real reason people stay unless they feel they are not being fairly compensated. It may be a part of the conversation, but there is usually something much more important. They need to feel like their contribution is being recognized and appreciated on an ongoing basis. This truth has been proven in survey after survey over the years.

The Gallup research found that high employee engagement is created when a person receives appreciation at least once per week. I also know that it is important to be specific. “Good job” rings hollow after only a few seconds.

One of the ways I did this as a manager was to tell my team member specifically what it was they had done that I appreciated, and how it was of value to me, our organization, or our customers.

SURVEY SAYS…

I will acknowledge that with the economic difficulties that have existed over the last 8 years, money has risen on the list of factors that most influence employee satisfaction, but it is still not #1. A survey from the Society for Human Resource Management (SHRM) showed that the #1 thing employees feel is important is “Respectful treatment of all employees at all levels.” And, #2 was “Trust between employees and senior management.”

I guarantee you that the four things I have shared with you today all have a direct impact on employees feeling respected and having trust between them and their leaders. When these basic elements are missing, employees feel disrespected and not trusted.

Question: Which of these areas do you feel most needs your attention?

Seize the day!