Excerpted from Why Good People Jump Ship - and What You Can Do to Stop Them:
Understanding and clarifying expectations is key to keeping good people. It should start at the time a prospective employee is first interviewed.
During that initial interview, the candidate should get a detailed description of the job, the work schedule and the type of environment the person can anticipate.
Job priorities, accountability and potential for growth and advancement should also be discussed.
Once
a candidate is hired, it’s important to provide this information again
in various forms, such as during an introductory meeting with a manager
and a handful of co-workers.
A “welcome” packet, employee manual and other printed material is helpful to reinforce some of these expectations.
Whether an employee is brand new or a veteran, managers must strive to create an environment where questions are welcomed. Good people need to know they can always ask a manager to clarify expectations.
When good people are asking questions about expectations, it means they are concerned about getting results, too. If a manager doesn’t hear anything, it doesn’t mean things are rosy. And by the time you do hear the news, it may be too late to fix.
Practice communicating expectations early and often, and relating how those expectations fit into overall organizational goals.
Remember: Good people want to feel they are a part of something special – and “special” things are worth talking about!
DIGGING DEEPER
Keeping
good people isn't an accident. It takes good managers who know how to
create an environment that employees see challenging. For more help,
check out the Executive Report: Why Good People Jump Ship - and What You Can Do to Stop Them.
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