The competition for talent is in full swing and right now Boy, highly qualified specialists are difficult to retain. Companythat the fluctuation of their Employees want to keep low, you should consider the following 8 tips.

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Why low fluctuation is better

It doesn't matter which personnel experts you ask, they should all agree on one point: Today's employees, especially in the Age between 20 and 30 years of age, are said to be changing their roles and employers more frequently than ever. According to OECD statistics, it is questionable whether this is true. What is certain, however, is that we are heading towards a systematic shortage of talent.

this fact spiegelt is not always reflected in a company's most important key figures (such as sales). In addition, older workers “stick to their jobs” in view of the uncertain economic situation. Hardly anything can be found about the reasons “why the youngsters leave the ship”.

8 Tips for employee retention

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The seemingly endless range of options and a massive shortage of skilled workers have, however, mean that qualified young employees are in great demand. Companies realize that something must be done to keep their best employees. But what?

Based on interviews I've had with HR experts and industry analysts, I'll offer four tips for companies to: Handhow to prevent talent brain drain.

  1. Monotony is the enemy and dangerous: Young people want variety - a “very healthy” desire. Repeating tasks will be done by robots and software in the near future, so that people can concentrate on interesting and fulfilling tasks. A career in an environment with a lot of repetition is not only dull, but also dangerous.
  2. Create more project-based work: One possibility is to act more intensively in projects. This approach not only provides for more variety, but also gives employees the opportunity to acquire new skills with each project, work with many different people and work towards a specific goal. Project-based work also fits into the rise of temporary work and short-term contracts, two models that companies will increasingly use to meet short-term personnel requirements, or close personal gaps.
  3. The first impression decides the trust: Successful onboarding is as important as ever. If new employees are not taught that they support their employer from the very first day and builds on it, a sense of insecurity and a long-lasting skepticism arise quickly. And this first impression is difficult to correct.
  4. Leadership is important: It may be convenient to leave new employees to their own devices because they will probably resign after a year or two anyway, but that will be a “self-fulfilling prophecy”. “Yesterday was selling, today is business”, the old gag long-termed the harvest. Even today, young people are not disloyal migrant workers, but start their first roles with verve and enthusiasm. They should neither run into nothing nor against a wall.
  5. The second, third, and fourth impressions also include: Careers must gradually develop - this applies to every employee, but the more urgent the younger an employee is, the more urgent it is. The annual employee review meeting was yesterday. Today, superiors have to set goals and a development plan directly with each team member and regularly check the progress: “Growing together” versus “Par Ordre Du Mufti” may be a good thing.
  6. Performance must be worthwhile: Good performances also have to pay off. The best employees learn and develop quickly. In view of the great competition, they must have the feeling that their development coincides with their ambitions.
  7. Benefits are important, but they also change: There were times when occupational retirement provision was the most important additional benefit for employees. For young employees under 30, however, retirement is too far away to be relevant to them. In addition, retirement programs are no longer an all-inclusive feature - most companies offer such models.
  8. Engage yourself for your employees: Programs such as “By bike to work”, health and wellness offers or flexible working hours - companies are revising their non-monetary offers for employees in order to take their needs as a person more into account. Successful employee engagement has never been more important than it is today. Such benefits set companies apart from others. In essence, they put people in the foreground and not the MAK (man work capacity).


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