Why leaders must prioritise keeping their team happy

by L&D30 Sep 2016
“I am a big believer in really looking at the people within your team and finding out what they are particularly strong at,” said Karen Evans, Acendre’s APAC Managing Director.

“It’s really about creating a team of people who may effectively be doing the same job but really playing to their strengths,” she told L&D Professional.

Not only is that really important for engagement, but it also provides a better experience for the customers the employees are dealing with.

Even though the younger generation want to do many different things, it still effectively comes down to the fact that people want to do what they are good at, she said.

In particular, Evans was commenting around how can you keep ‘continuous candidates’ happy and limit the impact when they leave. This can be done through fast replacement and skills management to fill the right gaps with the right candidates

“Managers within the business need to have networks of people that they have met over time or they have interviewed over time who are ready to come in and feel in those vacancies,” she said.

“It’s really important to make sure that you are aware of the potential flight risk within your organisation and what plans you might have which can fill those gaps.

“I think about the retirement tsunami and it’s going to be a candidates market. They will be able to go wherever they can get what they need.”

Indeed, it’s predicted that millennials (those born between 1982 and 1996) will make up one-third of the work force by 2020.

Moreover, the recent  ManpowerGroup Survey found that 59% of Australian millennials are actively looking for their next job opportunity.

Overall, it comes down to building that employment brand and changing the way you allow employees to do what they do best in the way want to (as in where they want to work). This will give you a much better ability to fill any gaps that might arise, said Evans.

Related stories:

‘People don’t leave jobs, they leave managers’ 

‘Career progression opportunities’ making staff unhappy