What Happened?
Cities must attract and retain talent despite tight budgets. To combat high employee turnover rates, public employers should consider some HR best practices proven to keep workers happy and healthy in their roles.
The Need
A recent study from Bersin by Deloitte argues that new, innovative human resources strategies are needed to better develop and maintain talented leaders. This means public employers need to improve workplace culture with forward-thinking initiatives that engage their teams and attract new talent.
These bold strategies can be used to help public agencies acquire top talent amid budgetary restrictions and ongoing debates over pension system stability. According to the study, the most successful employers will focus on leadership development, employee engagement and improvements to workplace culture in 2015.
Development
Another study found a direct correlation between an effective, formal talent and succession management system and strong employee retention rates. Employers with more sophisticated succession management practices typically employ candidates that are excited about their jobs and eager to work toward leadership roles in the organization.
When employees have a structured formula for achievement and success, it is easier to attract and retain talent. Key components to this type of structured management process include:
- Broad communications regarding leadership development programs
- Identifying potential talent early and provide training before a position opens up
- Hold leaders accountable for developing successors internally
- Designing and implementing employee development solutions tied to succession gaps
Many employers are looking to extend the best practices of traditional succession management into all talent levels to ensure career development opportunities are realized by all employees. If a young employee or job applicant cannot see a clear opportunity for growth and advancement, he or she will likely not take the position or stay at the job for a prolonged period of time.
Engagement
When it comes to keeping employees happy, one sure-fire way is to engage them in their jobs, the organization and their day-to-day responsibilities. Research suggests organizations set aside time and resources for employees to set clear goals and discuss them with their superiors. To ensure this process is effective, employers must:
- Simplify goals
- Clarify the goal setting process
- Increase employees goal setting capabilities
- Communicate goals clearly
- Review goals frequently
- Connect goal setting and career planning
- Enable senior leaders to drive accountability for goal achievement
Public agencies should have an ongoing system of brainstorming each employees’ goals and align them with organizational goals.
Furthermore, public employers can increase saving when employees are engaged in their jobs. A recent whitepaper explained how employer health and wellness programs can be greatly improved when participants are clinically engaged with the resources available to them.
According to the research, most employees that are offered a wellness program from their employer become disengaged when they do not receive clinical or personalized information on health management tips and best practices. Therefore, employers should instill sustainable engagement practices into wellness programs such as:
- Clinically comprehensive data addressing lifestyle and disease management tools
- Personally relevant recommendations for health goals, preventive care and other specific advice
- Seamless integration with benefits so participants understand the costs and savings
- Automatic accessibility anytime, anywhere through multi-device platforms
When employers provide lifestyle management programs, employees are better able to connect comprehensive health data to daily activity and nutrition choices. This will result in reduced health costs and absenteeism for employers and improved overall wellness for employees.
Culture
When a job applicant scopes out a potential employer, the workplace culture is often an important factor when deciding on a new job. While it is important to take the time to engage each employees individually, public agencies should also consider how the workplace functions as a community and where improvements can be made.
When employers address a diverse array of employee concerns, the culture is typically stronger and workers are satisfied. Common employee concerns include:
- Communication
- Leadership opportunities
- Rewards and recognition
- Professional and personal growth
- Work-life balance
- Accountability and performance
- Vision and values
Public agencies should embrace the latest workplace trends such as multi-device accessibility and flexible workplaces. When employees are able to work from home, and access information on their personal devices, they are able to strike a healthier work-life balance, which translates to higher satisfaction and retention.
Furthermore, employers that offer their workers with tools to help make better decisions will also enjoy high retention rates. Public agencies should consider offering:
- Health and wellness plans
- Employee assistance programs
- Financial literacy programs
Employees will also appreciate clear communication with their peers and superiors. This includes open communication regarding day-to-day work and professional advancement opportunities. When superiors understand how to interact clearly with their teams, the vision and values of agency are better relayed and integrated into work and performance.
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