People centric - Culture - Retaining employees
Starting from the fact that the job security is not a realistic option in this changing business world, the author highlights a different approach to make companies' and employees' relationships closer, even if for shorter periods than in the past, with a win-win solution.
In the previous post training employees to be more adaptable to external stimuli to support companies' efforts to react, and being flexible and resilient, can reduce the anxiety and depression which come from employees not feeling suitable to this challenging environment. Furthermore, the provoking sentence is meaningful: "Focusing on employee retention is obsolete. Instead, help your employees prepare for future uncertainty.
In addition to the proposal above to become there are other points which are worth highlighting:
1. Promoting learning, making employees aware that it is more important to increase the ability to learn skills than to learn them.,
2. With learning, coaching is fundamental to consolidating and refreshing knowledge, making people feel more self-confident and consequently ready to operate.
Thus, in addition to training and sustaining employees with specific knowledge, it is suggested recurring a sort of indirect approach for retaining people:
· Rotating talents through diverse projects, increasing their skills and expertise in different fields.
· Ambidextrous organisations incorporate employees' ideas and turn them into innovative solutions.
As it can be seen, these two approaches define an indirect retention strategy: to keep talents close to the "family of origin".
What are the links between People-centric and organisational culture?
These retention approaches are not standalone. Their value is expressed when they are connected with people-centric policies, which are also part of organisational culture
People-centric approach features can consider diverse elements, and these apply to all medium and large companies sizes.
Moreover, they are part of the organisational culture. Here we have considered our ACIC © Model – Adaptation, Change and Innovative Culture.
An integrated model that considers soft and Hard elements (processes and internal resources). It is appropriately required by the uncertain ambiguous external and continuously changing environment.
The unstable environment requires values and behaviour as the core points to shift culture effectively. Consequently, the internal climate and the new success criteria are required to make all the elements stick together,. In this approach, the ACIC make its evaluation fully coherent with the business environment and activate the people-centric strategy.
What are the links between people-centric - people retention and culture?
The following infographic can easily show the connections between these forms of interactive retention tactics with a People-centric approach and Organisational culture.
An organisational culture that promotes team member retention includes people-centred tactics, Why? It can be said that organisational culture plays a crucial role in how people-centric policies are implemented (and perceived) successfully.
Conclusion:
Nowadays, there is enough awareness that employees who are valued and engaged will be able to thrive in an organisation that values and supports their well-being based on physical and emotional health, work-life balance, and competencies development.
This article went in more detail to highlight possible People centric strategies and the connection with elements indicated.
Organisational culture supports people-centric policies in promoting employee retention and aligns with them. It is critical for long-term success that an organisation maintains a positive culture to attract and retain top talent. In a sustainable work environment, the organisation and its employees benefit. This is how to work with the real end in mind: create and attract talents.
