How do I improve the atmosphere at a branch in my new role as regional manager?
Q: About two months ago I took a new job as a regional manager at a bookmaking chain. However, it’s clear that previous management has left a sour taste with one branch in particular. The atmosphere seems a bit hostile as a result, and I am struggling to come up with ideas as to how to fix this. Have you any advice on what I should do to make a happier workplace without neglecting my other branches? A: As we move towards zero unemployment, employers need to continuously look at what they are doing to attract and retain staff. It is widely agreed that the success of a business is not solely due to the capabilities of its leader, but the strength of the overall team and their ability to work towards a common goal. It appears that in one of your branches, the team members have lost direction and – in turn – focus. These two factors can lead to a hostile environment and it is extremely important to sort this as soon as possible. As you are new to the role, your understanding of the organisation and historical management may be limited, so it is important to get feedback from the people on the ground. How you do this is key as if approached incorrectly you could end up with staff just paying lip service and not actually telling you the truth. Some of the key steps you can take to develop engagement in your hostile branch as well as across the other branches are: 1 Root and branch: Do not focus solely on the branch with the issues, but...How can I boost retention rates and stop staff leaving my company after three years?
Q: I’ve been running my own business for the last 10 years and several staff have been here since the beginning. However, we are having trouble retaining new hires. Anytime someone new joins, it starts off extremely well – but then they leave after two to three years. How can I grow my business when I can’t retain new people? A: While turnover in an organisation is normal and healthy, it appears that you are struggling to retain employees at a particular stage in their career. This may be due to internal factors or to external ‘pulls’ from competitors. The modern career is often characterised by three- to five-year cycles. Ensuring employees are engaged and developing through these cycles should ensure the longevity of your workforce. You must gather information on why it is happening from as many sources as possible. Here are a few pointers: 1 Focus Group: In order to solve this issue, it is vital to first understand the underlying causes. Insights can be gained by conducting focus groups with employees regarding their levels of engagement, any differences between their initial expectations of the role and the reality of their day-to-day work lives. Care should be taken in preparing for these sessions. All communications shared must be phrased positively, the confidentiality of information guaranteed and a safe space for discussion established. While encouraging useful discussion is a priority, avoid negative confrontations or irrelevant chat. To this end, it may be useful to engage an expert to assist you. Following the discussion, it is vital that an action plan is developed so that your efforts...