How to retain staff during the Great Resignation

The Great Resignation. Employee burnout. A candidate shortage. It’s no wonder charities are struggling to recruit. According to CharityJob, charity sector applications fell by three-quarters during 2021.

 

With vacancy levels high and applications low, the charity sector has been hard hit by this candidate shortage. Alongside that, the Great Resignation means people are on the move, with the pandemic prompting people to reconsider what’s important and what makes us tick. 

 

Competitive salaries are clearly a major factor in keeping employees. But it’s not the only one. There are other ways to be a great employer.

 

 

Make flexible working the norm

 

It might sound obvious, but if you want to keep your staff engaged and motivated, offering flexible working is non-negotiable. We’ve all experienced different ways of working now, and we know that it’s possible.

 

In fact, a recent survey of 300 charity professionals found that 76% of respondents had not applied for a role because it wasn’t flexible enough, and 62% had changed roles because they wanted more flexible working options.

 

Don’t think of flexible working as a benefit, but rather a way that your whole organisation works. Doing so will show that you value your team as individuals and will support them to work in the way that’s most effective for them.

 

 

Trust your team and listen to them

 

Flexible working is one way to show that you trust your team. It shows you focus on what they achieve, rather than how many hours they clock up. Another way is to listen to them, carefully and often. Whether through surveys, one-to-ones or team meetings, find out what matters to them, and what’s working and what’s not in your organisation. They’re the people who know best.

 

And then act on what they say. When people feel heard, respected and valued they’re much more likely not only to stick around, but to give their best.

 

 

Emphasise your purpose

 

The pandemic prompted people to reconsider what’s important to them, and a recent McKinsey survey found that 63% of people want their employer to provide more opportunities for purpose in their day-to-day work.

 

That’s great for us as charities – having a strong purpose and cause is at the core of any charity or not-for-profit. But while it can be tangible for those working in the front line or service delivery, for others (especially those in business support functions) the charity’s purpose can be lost in everyday to do lists.

 

It’s worth making the effort to reinforce how individual roles fit into the bigger picture – for example, in team meetings or performance reviews. Because having work that is purposeful doesn’t only boost motivation and morale, it can lead to better health, greater resilience, higher engagement, and more achievement.

 

 

Recognise and reward success

 

We all want to feel valued – and at work that counts for a lot. Saying thank you to your team shows that you pay attention to the good work they do, and that you appreciate and respect them.

 

Recognition schemes, annual awards, a round of applause at team meetings, or a handwritten card recognising a job well done are just some of the ways you can show your appreciation. And where possible, be specific about what they’ve done well. Not only will it make them feel motivated and valued, it shows other team members how they can also go above and beyond.

 

 

Help people to learn and progress

 

A culture of learning and development will make you a better employer. According to LinkedIn’s 2019 Workforce Learning Report “94% of employees say that they would stay at a company longer if they invested in their learning and development.”

 

Supporting your team to learn, grow, and progress within the organisation can increase loyalty, motivation, and engagement – and ultimately encourage to stick with you for the long-term.

 

 

Look after wellbeing and build a supportive team

 

Throughout the pandemic, there was much emphasis – and rightly so – on wellbeing and supporting mental health. That needs to continue going forward. Caring and supporting your team’s wellbeing shows you value and respect them.

 

Part of that includes building a supportive team. We’re social creatures after all, and often the people we work with have a big part to play in whether we leave or not. A sense of belonging is closely linked to engagement. And if your team is engaged, it will be more motivated and committed to your organisation.

 

With hybrid working, we have to work harder to promote a sense of belonging that is so important to people. Take a look at some of our ideas on how to nurture a team spirit.