Starkey Hearing

Itzel Gama

What does a company need for its employees to decide to stay there? There was a lot of talk about the great resignation and how difficult it is to find talent in various markets in post-pandemic times. However, looking ahead, what should a company offer its employees so that the option of leaving does not cross their minds?

Let's imagine that a company already offers competitive compensation and good benefits (flexible schedules, hybrid or remote work, access to wellness services, development opportunities and learning resources). Is there anything more important than that? I think so: consistent leadership.

Leaders who are consistent with what they say and do not only generate trust in their collaborators but are role models. The enormous responsibility we have as leaders of people is to be transparent, honest and candid. We can't play behind the scenes and, at the same time, give speeches about trust. Those types of acts will inevitably lead you and your team to a place where communication and collaboration won't work at all (and yes, people will want to leave). So, what do leaders and companies need to develop to earn the loyalty and permanence of their employees?

Accountability: To be accountable is something that you will always need to be respected. It means taking ownership of your role and functions, being a person of your word, complying with your agreements and commitments, not using pretexts, and facing the consequences of your actions. When you are accountable, you don't blame others for your failures, but rather, you learn from your mistakes.

"Empathy gives us the opportunity to be supportive, flexible and sensitive to the needs, emotions and motivations of others."

Coherence: Of leaders, strategy and organizational philosophy. Leading by example is essential to gain legitimacy in your role, but organizational decisions and plans must also be consistent with the values, purpose ​​and vision established by the company. Values ​​should not just be on a poster on the wall; they should always be lived and defended by leaders and teams.

Consequences: No company should be a place where nothing happens. If so, it would mean that both employee recognition and corrective actions do not exist, and that is a huge risk because people need to feel valued for their performance and commitment, but they also need to witness that bad attitudes, poor performance and other types of negative situations are considered and the necessary decisions are made to correct them.

Appreciation and Empathy: Recognition is about celebrating achievements and milestones; appreciation is about valuing and caring for the person. Empathy gives us the opportunity to be supportive, flexible and sensitive to the needs, emotions and motivations of others. By appreciating and being empathetic with our employees, we can connect on a deeper level and build better relationships where people can feel safe and can be authentic.

If leaders and companies do not take care of these factors, internal relationships end up with wounds that are difficult to heal, and people will likely prefer to abandon the ship rather than continue suffering the consequences of a culture that lacks accountability and that allows unfair attitudes and actions. Therefore, talent retention is not about weaving a net to trap employees; it is about generating the best possible scenario so that employees can work in an environment free of hostility, with the support, recognition and transparency that anyone needs to be happy. That is what employees are going to value, so the idea of ​​leaving the company will seem crazy to them.