With more job openings than unemployed workers to fill them, many people might find themselves wondering whether the grass is greener – or the money is better – on the other side of the fence. Here are six ways to combat high employee turnover before it becomes a talent drain.

WorkInstitute.com’s 2018 Retention Report offers valuable insights for businesses combating high employee turnover. In 2018, they estimated 42M workers changed jobs (or one of every four U.S. workers). With nearly full employment and a growing economy, employers competing to attract and retain talented workers would be wise to find ways to reduce voluntary turnover and discover whether top talent might be about to make a move.

To Leave or Not To Leave – Common Causes of High Employee Turnover

Of the 42 million workers who changed employers last year, the study estimates that 77 percent of the turnover could have been avoided.

6 Ways to Slow Down High Employee Turnover

When it came to employee-initiated separations, the top causes cited fell into five main categories:

  • 21% – wanted a better opportunity or opportunities for advancement
  • 13% – wanted to improve their work-life balance
  • 11% – were unhappy with their manager
  • 9% – left for well-being (personal or family health issues)
  • 9% – left for a job with better pay and benefits

High employee turnover is an expensive problem. In addition to the money and time that goes into advertising and recruiting activities, organizations with high turnover also need to be aware of how time and resources needed for on-boarding, human resources tasks, training add to the cost of high employee turnover. The study estimated that turnover cost employers $600B in 2018 and will cost employers $680B in 2020.

If direct costs were not enough, high turnover usually results in decreased productivity and can negatively impact the customer experience and employee morale.  And yet, fewer than one in three study respondents said they either have a proactive recruiting strategy in place or were in the process of defining a more strategic approach to the problem of employee turnover.

When you consider how many organizational resources are being spent filling open positions where employees left voluntarily, it stands to reason that even small reductions in employee turnover could have big benefits on an organization’s bottom line,  including increasing profits, reducing expenses, and improving employee morale and the customer experience.

6 Ways to Slow Down High Employee Turnover

1. Make sure you find out why employees are really leaving.

When an employee is leaving voluntarily, and especially when it is a top performer, an employee in a hard-to-fill position or its a surprising (and unwanted) departure, make sure you know why they are really leaving. There are many reasons why an employee might not tell you the real reason they became dissatisfied or what benefits they perceived would be theirs if they left for opportunity. If you feel that you might not have the whole story, you can also see whether their co-workers or manager can shed additional light on the subject, or evaluate the opportunity they left your organization for to see whether you can identify advantages they might have found there.

2. Look for patterns.

Departments with higher turnover or positions that are hard to keep filled may be indicative of a variety of factors that can result in higher turnover. From a bad fit on the team, to a bad manager or a need to redefine a position’s responsibilities, organizational areas where you find higher than expected turnover should always get a closer look.

You might also like: So You Made a Bad Hire – Now What?

3. Do a competitive evaluation.

Do you know what direct and indirect competitors are offering employees in the way of salaries, benefits, bonuses and employee perks? Your competitive evaluation shouldn’t end with the reasons that customers shop elsewhere. Make sure that you know the most talented and skilled workers – the workers that could make your business more profitable – might choose a competitor’s employee culture over yours as well.

4. Benchmark vital statistics.

Just like a nurse might come in and take a patient’s vital statistics at a regular frequency, you should be ‘taking the pulse’ of your employee culture. Use surveys, polls and suggestion systems to gauge employee satisfaction and identify areas where the employee culture, compensation, or working conditions can be improved.

5. Get employees involved in shaping the organizational culture.

Nothing impacts buy-in so much as giving people a voice in the process and its outcomes. Whether you form committees to help improve different aspects of the employee experience or use surveys and polls to influence decision-making, make sure employees know how they can get involved in shaping employee culture and – in doing so – positively impact the organization as a whole.

6. Eliminate dead ends.

One of the main reasons employees leave voluntarily is for a better opportunity or one where they will have opportunities to advance. No employee in your organization should be in a dead end job! Whether the road to advancement is for them to get more training and skills or for the organization itself to grow, make sure that everyone knows that there is a ‘next level’ and has clear direction on how to get there.

Firing a bad hire isn’t the only action you can take when you realize you made a mistake. Here are four ways to make the most of a bad (hire) situation.

4 Ways to Recover After Making a Bad Hire

One of the most important challenges when growing a business is making good hiring decisions. But what happens when you don’t?

Are bad hires really a big problem? A CareerBuilder survey of more than 6,000 hiring pros worldwide says yes. Among U.S. employers, one in four said that one bad hire cost their company more than $50,000 and more than four out of ten said that making a bad hire cost their organization more than $25,000.

Bad hires cost more than money, and the negative impacts of hiring the wrong person for the job can ripple to all areas of the organization, reaching all the way to the customer experience. Among the other company costs listed by businesses that made bad hires were:

  • 41% – lost worker productivity
  • 40% – lost time for recruiting and training another worker
  • 37% – cost of recruiting and training more than one person for the same opening
  • 36% – negative impact on employee morale
  • 22% – negative impact on customers

Writing on Forbes.com, Human Workplace CEO Liz Ryan recently shared a list of 9 Ways Employers Screw Up Hiring, noting that many organizations hire good people but then squash their energy and ideas “under the weight of mindless bureaucracy.” While some of the reasons Ryan cites as the cause of bad hiring decisions and practices are related to the hiring process itself, others are intrinsic to the organization itself, such as designing jobs poorly to begin with.

So why is it so common for employers to make bad hiring decisions? While there could be many factors that ultimately result in hiring the wrong candidate, it is vitally important for an organization to get to the root cause, giving the high cost of making a bad hire. Some of the factors that lead to bad hires include rushing the process, skipping essential tasks (like checking references), allowing internal biases or agendas to influence the outcome, or having the wrong people conducting interviews, such as people who do not understand the requirements of the job or makeup of the department very well.

Infographic – So you made a bad hire. Now what?

Change the Job

So you made a bad hire – now what? One action to consider is whether the job can be changed to better suit the candidate hired, since you did not hire the right candidate for the job. It might be far less costly to your organization in terms of money, morale and productivity to modify the job description or move people internally in order to put your bad hire in a position where they can become a good employee.

Invest in the Candidate

If your bad hire is a good person, the right response might be to invest in training and education that the candidate needs in order to fulfill the responsibilities of the position. When you invest in employees – from new hires to workers who have been part of the team for years – you may be investing in employee loyalty as much as you are investing in worker productivity.

Start Over

The realization that you have made a bad hire might be painful, and even embarrassing, but the good of the organization may dictate that the remedy is to let the wrong candidate go and renew your search for the right one.

Convey the Cost and Fix the Problem

Whether the right corrective action to take after hiring the wrong candidate is to move them to a different role, train them up into the role they were hired for or cut your losses and start again, it will cost your organization more than money. From plunges in productivity and internal morale to negative reviews left online from someone let go or candidates you passed over, it’s important that everyone in your organization understands the importance of getting the hiring process right.

While some bad hires can ultimately become good workers, there are situations where no amount of internal remediation is appropriate. In the CareerBuilder survey noted above, some of the behaviors of bad hires included an inability to work well with others, negative attitudes, problems with attendance and punctuality, and poor customer service.

Make sure that you dig deep when checking references. If you feel that you have not spoken with people who could tell you what it is really going to be like to work with a potential candidate, ask for additional contacts.

Take advantage of the first 90 days. Most employers consider the first 90 days of a candidates employment to be probationary; this is your chance to evaluate new hires closely to see whether their performance matches up to their resume and interview claims and look for signs of behaviors that could become big problems in the future (such as new hires that have trouble taking direction, accepting criticism or working with others).

You might also like: 5 Signs Your Company Culture Needs Fixing, Fast

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Cost of a Bad Hire Infographic – mindflash.com

Infographic - So you made a bad hire. Now what?

Organizations with engaged employees earn nearly 150 percent more per share than competitors, so improving company culture could potentially produce more gains than simply selling more stuff will provide.

5 Reasons Employees Hate Your Company Culture – and 10 Ways to Fix It

When a business wants to increase revenues or improve profit margins, they often look for ways to generate additional sales or find new clients. However, by only looking outside for new sales, they might be missing big opportunities that exist on the inside of the organization. Here are five symptoms along with ten ideas that can help you realign your company culture in order to reengage employees.

Human beings are wired for engagement. We want to be intrigued, interested and moved to identify ourselves with our heroes and with heroic enterprises. Most people will readily plug in and help promote organizations that fulfill these types of needs.

Yet, for nearly 15 years running, Gallup’s State of the American Workplace pegs employee engagement at just 30 percent, leaving 70 percent of American workers under-engaged or not engaged at all. When you think about the number of hours spent on the job, it’s disappointing to think that a majority of your organization’s employees might be just putting in their time, watching the clock, waiting for the moment they can leave at the end of every day.

As a business owner, you probably want your staff to feel engaged – but are you doing anything to earn it?

There’s a long list of benefits that go along with employee engagement, and many of them directly impact the bottom line when it comes to profitability and productivity. For instance, HBR (Harvard Business Review) notes that organizations with high levels of employee engagement enjoy:

  • 22% higher productivity
  • lower employee absenteeism
  • 25-65% lower levels of employee turnover
  • 41-48% less safety incidents
  • 41% less quality defects

In Employee Engagement: What It Is and Why You Need It we find even more compelling statistics, including a direct tie to the bottom line, listing some of the benefits of employee engagement as:

  • 19% boost to operating income (and correlating 33% loss of operating income for companies with the lowest percentages of engagement)
  • 26% increase in employee productivity
  • greater ability to attract top talent
  • 13% higher returns to shareholders over 5 years

Plus, engaged employees are twice as likely to be top-performers as less-engaged counterparts and miss a whopping 20 percent fewer days of work.

Entrepreneur.com published an article called, “5 Signs Your Company Culture May Actually Suck” listing five symptoms of cultures crying out for improvement. Here are the five signs, along with ten ways to fix what’s wrong so you can reap the benefits of employee engagement.

10 Ways to Fix Company Culture and Enjoy the Benefits of Employee Engagement

Sign Number One: Your Culture Relies on Perks

Companies that rely on employee perks instead of employee passion are simply trying to bribe their staff to love them. Perks might get talent on board and even keep them there, but won’t turn those same employees into engaged brand advocates, top performers or customer expectation-exceeders. What’s more, if lack of profitability dictates that you must eliminate perks or competitors match your offers, they won’t work at all.

1. Identify shared values and give employees something to believe in.

2. Improve on-boarding to ensure that new hires (and all employees) are well-versed in company history and lore, including mission, vision and values.

Sign Number Two: Your Company Has a Generic Mission Statement

If your mission statement is filled with expected clichés, has become obsolete or is simply M.I.A. (missing in action), you can’t expect employees to be excited about it or understand why their job is important.

1. Update your company mission and vision statements so that they are unique to your organization and express precisely how your business will meet important customer needs, improve the lives of its employees and make the world a better place.

2. Tie each and every job description (and salary review) back to measurable goals that relate to mission and vision pursuit and fulfillment.

Sign Number Three: Your Culture Exists Only at Work

If you want your brand’s influence to extend beyond the walls of your business, you have to do more than just sell stuff and your efforts must be geared for more than just selling stuff today.

1. Put verbs behind your shared values and vision; your business should be known for the causes it supports and champions, not just the goods or services it sells.

2. Give employees a voice in helping to choose give-back activities and projects, and give them time to participate.

Sign Number Four: You Hire Skills, Not People

Ideally you will hire someone who is a good fit for your company culture who “happens” to be able to fulfill the responsibilities of the job for which they were hired. Hiring for skills without considering whether an individual will be a good fit relative to shared values, co-workers, managers, important customers and other key stakeholders can be a recipe for disaster.

1. Add personality and value assessments to the hiring process and use group interviews to gain additional insight into candidates.

2. Ensure that some portion of the employee on-boarding process is designed to help the new hire integrate into the culture, their department and even facilitate social interaction with co-workers.

Sign Number Five: You Discourage Risk

When did you ever hear of a great team or a great coach that didn’t take risks? Nothing ventured, nothing gained! But all too often there are dis-incentives for taking risks within an organization.

1. Tie risks to rewards, proportionally, based on measurable goals and achieved outcomes. You should always reward employees who stick their necks out to share a great idea with recognition, and might also consider other “thank you’s” such as a one-time reward, a promotion, shares or a percentage of returns.

2. Create a process. A process for assessing employee suggestions can help to mitigate any potential negative outcomes and help you choose ideas which represent the most return on investment.

A global study by Manpower Group Solutions cites “type of work” as the top reason employees leave. Employers and HR leaders charged with keeping top employees may improve efforts by updating traditional employee reviews to include opportunities to modify an employee’s role, as well as salary.

Top Reasons U.S. Workers Leave Provide Clues for Keeping Top Employees

Manpower Group Solutions whitepaper “Below the Surface: Emerging Global Motivators and Job Search Preferences” offers clues HR and staffing agencies can use to improve not only recruiting efforts, but retention efforts as well. Factors that impact U.S. employee career decisions:

  • 58% – Type of work
  • 57% – Compensation
  • 49% – Benefits offered
  • 35% – Geographic location
  • 34% – Opportunities for advancement
  • 29% – Schedule flexibility
  • 18% – Company brand / reputation
  • 18% – Industry

 

Keeping Top Employees - The Top Reasons US Workers Change Jobs

Not only is “opportunities for advancement” listed as a top consideration for U.S. workers in general, it relates to the top reason U.S. employees say they leave for other employers: Type of work.

Both of these career decision factors – type of work and opportunities for advancement – are even more important to today’s younger workers, with more than one third of Gen X and nearly half of Gen Y workers citing it as a top consideration. HR leaders and business owners who persuade workers that there is room for change and upward mobility within the organization may have more success in keeping top employees on board who might otherwise leave for another employer where they perceive increased opportunities exist.

Keeping Top Talent – Making Role Review Part of the Employee Review Process

The traditional employee review speaks to a worker’s performance against their current duties and salary. While some employers may leave the door open for an employee to talk about their future aspirations, its uncommon for an employer to provide significant latitude for employees to weigh in on their current role and list of responsibilities.

Managers who regularly engage staff about the type of work they are doing, are interested in doing, most enjoy doing, and least enjoy will be more likely to uncover a worker’s dissatisfaction with the type of work they are doing before losing top employees to other employers. This could be especially helpful for HR leaders and business owners in small and mid-sized companies, where an employee may perceive few opportunities for advancement exist.

Employee development programs, team building workshops and employee satisfaction surveys can also be helpful in discovering strengths and abilities managers – or even employees themselves – may not have been aware of. For instance, Gallup’s StrengthsFinder 2.0 by Tom Rath includes the same StrengthsFinder assessment that can be completed individually online. Identifying the strengths and preferences of workers isn’t just about giving people a chance to do work that is enjoyable and meaningful to them, it can also help employers identify role changes that might make workers more productive – and their business more profitable – in the process.

According to Gallup.com, “People who use their strengths every day are six times more likely to be engaged on the job.” StrengthsFinder 2.0 and similar resources also provide guidance for managers, so that every leader in a business from the owner to department manager or team leader is on the same page when it comes to using an individual’s strengths as motivator, barometer and even for setting performance goals.

Employee Retention – 4 Questions to Make Anyone’s Type of Work More Meaningful

Here are three questions business owners and HR leaders can ask about anyone’s role within the company to identify ways in which an employee’s role could be make more meaningful – impossible to replicate in any other workplace. The first three questions come from a buffer.com post which was re-shared by Jeff Haden on Inc.com; the fourth question is derived from an American Psychological Association (apa.org) report on psychologist discoveries of what makes work meaningful and “how to create value in any job.”

  1. Autonomy: How much control does the employee have over their own choices?
  2. Complexity: Does the employee have opportunities to master new skills and improve?
  3. Connection: Does the worker see a payoff – a connection between effort and reward?
  4. Aspiration: Does the worker feel an innate higher calling to their job or type of work, or that fulfilling their responsibilities supplies what might be an intangible “good” for someone else?

Employee retention can reduce expenses and give your company the competitive advantage it needs to win in a competitive marketplace, but many companies expend far more on recruiting and hiring than on efforts to keep top employees. Make sure you’re in touch with workers to ensure they are satisfied with the type of work they have to do today and what they feel their role is in the future.

You might also like: A Bad Employer Rap Can Scare Top Talent Away

There have always been women in male-dominated professions, but it’s been the exception, not the rule. Find out where women are making gender barriers disappear.

Key Opportunities and Challenges for Women in Male-Dominated Professions

A century ago women were relegated to a few distinct professional roles, and most were expected to “retire” upon marriage. The list of male-dominated jobs is much shorter now, but there are still some professions where women make up a distinct minority. Askmen.com’s list of Top 10 Male-Dominated Industries run as follows:

  1. Construction
  2. Politics
  3. Math
  4. Sports media
  5. Emergency services
  6. Law enforcement
  7. Chef
  8. Tech
  9. Comedy
  10. Accounting and finance

By contrast, the U.S. Department of Labor’s list of 20 traditionally female-dominated jobs includes medical, educational and beauty industry job titles; the same industries, by the way, where a century ago you would have found most working women employed in.

Forbes.com published an article titled “20 Surprising Jobs Where Women Are Taking Over” noting that not only are there increasing numbers of women in male-dominated professions, but those women come into the workforce having earned three bachelor’s degrees for every two earned by men. In addition, those who are parents are retaining responsibilities of the primary parent. Of the list of male-dominated industries above, accounting and finance, in particular, is an industry where women are taking over, now comprising:

  • 55% of financial managers
  • 59% of budget analysts
  • 63% of insurance underwriters

Does it Benefit Organizations to Hire Women in Male-Dominated Professions?

Several recent studies (including research covered in our article 3 Soft Skills and the Teams that Need Them) pointed out that teams and organizations that have balanced numbers of men and women out-perform those dominated by only one gender. Pointing to “super powers” women have such as intuition, relationship skills, balance, collaboration and empathy, a 2007 Catalyst study even found that Fortune 500 companies who had more female board members significantly outperformed those organizations whose board had few (or no) women.

Challenges Faced by Women in Male-Dominated Professions

Women in male-dominated professions may feel an increased sense of stress and a need to perform as well (or even better) than their male counterparts. Residual discrimination could even make it more difficult for a woman to obtain a job in a male-dominated profession or to move up within an organization into roles with more responsibility or leadership.

Indeed, a study published in the Psychology of Women Quarterly concluded that “manning up” is the best strategy for women who want to get a job in a male-dominated industry, instead of playing up her feminine strengths (Fortune.com). The study evaluated a group of women who were applying for an engineering management job and concluded that those who described themselves with traits traditionally associated with males (independence, focus on achievement, etc.) were viewed as more suitable for the job than those who emphasized traditionally feminine strengths such as warmth, supportiveness or nurturing.

A study cited on medicaldaily.com also notes that women working in male-dominated roles experience higher levels of stress, and even health problems. When working in gender-segregated fields, women who work mostly with men described being subjected to “difficulties such as performance pressures, sexual harassment, a hard time moving up in their company, coworkers doubting their competence, and low levels of support from coworkers.” As a result, over time these women may become more open to a variety of conditions, such as: coronary heart disease, breast cancer, insulin resistance, diabetes, cognitive decline while aging and psychiatric disorders like PTSD and depression.

Organizations that want to attract more women into roles which have been traditionally held by men should consider how they can enable the work-life balance a working mother would prefer as well as the benefits and flexibility that can make them more attractive to women. In addition, they may need to make gender diversity a top priority and invest not only in recruiting but also in training within the organization to overcome stereotypes which could create barriers and stressors for women.

The U.S. labor market is an increasingly diverse workforce when it comes to age as more and more Millennials enter the labor force and U.S. workers stay on the job longer. Here are three top causes business owners need to champion in organizations with a multi-generational workforce.

Business Owners Must Successfully Cultivate 3 Things for a Multi-generational Workforce

1. An Organizational Culture that Works for Everyone

Life expectancy in the U.S. is at a record high and more Americans are staying in the workforce to an older age; for instance, in 2015, workers aged 65 and up outnumbered teenage workers for the first time since 1948. Indeed, between 1977 and 2007, while the numbers of workers aged 16 to 24 increased by 59 percent, the growth rate for older generations was even higher:

  • 101% more workers aged 65 or older
  • 75% more men in the workforce aged 65 or older
  • 147% more women in the workforce aged 65 or older
  • 172% more workers aged 75 or older.

Business owners and human resources leaders are increasingly faced with unique challenges directly related to managing a multi-generational workforce, especially in bigger organizations. One of these challenges is how to nurture an organizational culture that works for everyone, regardless of generational divides.

Multi-generational work forces in large organizations, in particular, are likely to have a significant number of workers represented in each generation. Each of which (generally speaking) leadership styles, work ethics, world views, and wage and benefit needs that vary significantly from one another.

When considering how to nurture an organizational culture that is conducive to success across the four-generation workforce that currently exists in the U.S. (Millennials, Generation Y, Generation X and Baby Boomers), leaders have to consider the issues of work-life balance, the role of technology, and factors that result in high levels of employee engagement as they pertain to generational characteristics.

For instance, Millennials may be less likely to accept work that impinges on their family or personal life than member of older generations. Members of younger generations also have more experience with technology and are less likely to find a workplace attractive that prohibits use of social media and personal technology.

While the factors that produce employee engagement among younger workers may be vastly different than those that stimulate engagement for older workers, organizations that purposefully shape and manage internal culture may naturally enjoy higher levels of employee engagement across all generations.

2. Flexible Benefits Options

The benefit and compensation packages that will appeal to top talent across generations in a multi-generational workforce may vary widely, from preferences and needs regarding health and wellness to paid and unpaid time off, educational reimbursement and training, and so on.

Even worker preferences for the way benefits are communicated and managed (or self-managed) may be widely disparate by age range. Human Resources can bridge these gaps by giving employees more ability to tailor their own options and ensuring that benefits are communicated in multiple formats (written, in-person, digital, etc.)

3. Relatable Leaders Who Value and Bring Out the Best in Workers of Any Generation

Seven out of 10 of U.S. Human Resources pros surveyed in a Randstad Sourceright Talent Trend Report listed managing a multi-generational workforce as one of their biggest challenges. With a workforce now representative of Millennials, Generation Y, Generation X and Baby Boomers, the report summarizes that “companies need to look to developing a balance of different incentives to engage, motivate, and ultimately improve workplace productivity.”

Regardless of age, the individuals who emerge as the most successful leaders in succeeding years will be those who members of any age group find relatable. These leaders will have an innate or learned ability to value the workers who report to them for their strengths as well as to bring out the best in them, regardless of the generation in which they may fall within the multi-generational workforce.

Indeed, HR Executive Online points out that Millennials are coming into their own, emerging as new leaders within the workforce, noting that HR leaders in large companies devote time and resources to development and retention of these emerging leaders who will “morph into leaders who will, in turn, guide the subsequent generation.”

The U.S. labor market is evolving and will continue to evolve with the emergence of each new generation of worker. Consequently, the challenge business owners and HR professionals face in helping to foster an organizational culture attractive to talented individuals across or regardless generational divides will continue to be an ever-present one.

Move over, Yelp; bad customer reviews aren’t the only negative feedback hurting businesses today. Poor employee reviews, ratings and a bad rap as an employer can scare top talent away, leaving you unable to attract the high performing candidates you’re looking for.

How a Bad Brand Reputation With Employees Can Scare Top Talent Away

What Candidates and Customers Might See that Could Scare Top Talent Away

Unhappy candidates and employees can turn to sites like Glassdoor and leave anonymous reviews about a business. They can rate a company from 1-5 stars and leave a detailed review which includes pros and cons of the company as well as advice to management.

These employer reviews become part of the public domain, and may turn up in searches not only by future job candidates but with potential customers, vendors and lenders as well. The strength of your company culture could impact your ability to attract top talent, clients, partners and investors.

Imagine that you’re a job candidate who has been offered a job with Company X. You decide to do a little research before deciding whether to accept the offer, negotiate for more money or turn them down and wait for a different opportunity. When you Google Company X reviews, this pops up:

Current Employee

3-Stars – Doesn’t Recommend

Title: Work Hard and Keep Your Head Down

Pros: High Quality Product, Excellent Union Benefits and Backing (You’ll need it!) -Strong Community Involvement

Cons: -Rampant Favoritism -Total Lack of CommunicationDiscrimination -High School Politics

Advice to Management: Uphold the SAME standards for all employees. Everyone (even management) should be held to the same standards, policies, etc. -All the time. (Not just when you need to fire someone…)

Still think you want to take this job?

Chances are that if you come across this review, even if there are other reviews that are more positive, you will be inclined to pass on this opportunity. Even more so if you are a candidate whose skills are in high demand or who would be leaving an organization with a strong company culture to take the next step in their career.

The Moment of Truth: What Would Your Employees Have to Say?

You won’t know how staff are feeling about the company and their roles within it if you never ask. Conducting anonymous satisfaction surveys that allow staff to rate satisfaction with various aspects of the workplace and give them opportunities to share suggestions is a great place to start. Act on suggestions when you can and where they have merit. Acknowledge suggestions (even if you cannot act on them) so that staff will know that they were at least considered.

Likewise, be thoughtful in the way that you select candidates for interviews and the process you ask them to endure. Make sure you keep them informed throughout the process and don’t leave them hanging. Whether you extend a job offer or not, consider getting feedback from candidates about your recruiting and hiring process for insights you can use to make improvements.

Brands that Scare Top Talent Away Today Sacrifice Tomorrow’s New Hires, Too

As it turns out, Yelp might just be the tip of the iceberg when it comes to review sites that can hurt an organization’s reputation, and in turn negatively impact its ability to grow. Recruiting sites like Glassdoor give current and former employees and even mere candidates the ability to weigh in with a review and rating of employers.

Talented candidates that research employers before accepting a job offer or even submitting a resume could pass your company by if they find that other candidates you have interviewed or former employees had negative things to say about your company culture.

Certainly you don’t want to scare top talent away, but that’s not the worst of it. Not only do poor reviews on Glassdoor and similar sites affect your ability to attract top performers to your staff, but reviews on recruiting and hiring sites can also turn up in online search results which means they can cost your company new business and sales as well.

Consider some of these statistics from survey results published by Corporate Responsibility (CR) Magazine and Cielo as it pertains to an organization’s ability to attract high performing employees if they have a less-than-stellar reputation when it comes to organizational culture:

  • 86% of females and 67% of males would not join a company with a bad reputation
  • 46% would require a pay increase of 50 percent or more to consider taking a position at a company with a bad reputation
  • 92% would leave their current jobs if offered a role in a company with an excellent reputation

Make sure your plan for brand reputation management extends to its reputation with internal customers and even candidates who are interviewed for open positions, whether they are ultimately hired or not.