When this employee retention speaker and employee retention author is working with clients to improve employee retention, my approach tends to be one of first stopping the major bleeding that the organization is facing. If the organization is hemorrhaging people and can’t run, there needs to be an immediate diagnosis as to what is causing the bleeding and action needs to be taken. Then, once the organization is stabilized, more comprehensive steps need to be taken. That’s when you start to build your Culture of C.R.A.P. This may not be as easy as it sounds because you may have supervisors and other first-line leaders that don’t believe in C.R.A.P. (Caring, Respect, Appreciation and Praise) or, if they do believe in it, simply don’t know how to give their employees C.R.A.P.
Unfortunately, this employee retention trainer has found that many senior leaders stop paying attention to employee retention as soon as the hemorrhaging has stopped. Then then move on to some other part of the business. There is no focus on the long-term step of building a culture that will sustain positive employee retention which is to build the culture. They tend to then revert back to what they see as more important…recruiting people to fill the openings they have.
By building the culture, you really start to put the mechanisms in place that will sustain the progress you have made. This employee retention trainer has found that not only will you sustain the progress you have made but you will start to take your culture to the next level. Creating a culture of C.R.A.P. starts to develop internal relationships that enhance productivity, quality and customer care. People start to become more engaged, enthusiastic and involved in their jobs and the organization.
This employee recruitment expert has found that once you have gotten traction and the culture is starting to solidify, it also becomes far easier to recruit the “A” players. Few “A” players want to join an organization that is a train wreck. Many “A” players like to join an organization that’s moving forward but is not totally solidified. Those organizations tend to be boring and not offer challenges that an organization that’s in the midst of culture change offers. There are very few organizations that consciously develop a culture. But a culture will form no matter what. So, if that is the case…why not develop a culture of C.R.A.P.? After all, C.R.A.P. Works!