By Jessica Salerno, OSCPA senior content manager
The Great Resignation might seem threatening, but managers can help retain their employees through regular communication, support and understanding of long-term goals.
The following are some tips managers can use to better support employees in 2022.
Take a role in enhancing the company culture
It’s beneficial to pay attention to the relationship between culture and compensation for staff and future talent as well, as not every person has the same priorities.
“We know that when you have people who are dissatisfied with their company’s culture, or the way that they're treated, they will move to a different company to find a better culture,” said Lee Frederickson, Ph.D., Managing Partner of Hinge, a marketing firm for the professional services industry. “That's the primary thing that drives them.”
Support through difficult transitions
Some periods of professional growth are more difficult than others, but employees take notice of managers who are patient and supportive during this time, especially during the pandemic.
“People will say to me, ‘you seem fearless.’ Well, it's not that I'm fearless,” said Lori Kaiser, CPA, the CEO and Founder of Kaiser Consulting, and chair of the OSCPA Executive Board. “It's that I feel the fear. But I'm going to take small steps forward, and get some momentum and make progress. And I might not succeed at everything I try the first time, but I'm going to be persistent. Feeling the fear is part of the process and moving through it anyway is what's going to differentiate people that hit their goals, and those that just dream about them and think about them.”
Check in when something seems off
If you’re noticing poor behavior in an employee, the first step is to speak with them about the issue to understand the reasoning for their behavior. For example, is someone constantly late because they have no regard for others’ time or are they dropping their child off at daycare each morning across town?
“I would always suggest (addressing the issue) as close to the behavior as possible to gain your best chance at changing the behavior,” said Eileen Connor, human resources director at Bober Markey Fedorovich. “To allow somebody to be late for four months before you actually say something challenges your credibility as a leader, and also suggests to the employee that it's not really that important.”
For additional learning on this topic, check out our On-Demand course on Performance Management.