Finding good staff is challenging. I cannot think of another time when it has been so tough. So, when we find the right people, it’s more important than ever that we do all we can to keep them.
It’s difficult everywhere. But it appears to me that the third sector is feeling it more than most, with recruitment issues at all levels, perhaps most prominently - though far from exclusively - for those providing care services.
Considering the pressures caused by rising energy bills and the potential negative knock-on of the cost of living, charities need the right people in place. Finding new staff to replace leavers can be another extra headache – and cost - on top.
This makes retention as important as recruitment, as we are finding with many of the charities, social enterprises and businesses with which we work. That’s not easy. When you have good people, they are vulnerable to being poached.
It’s always a case of push-and-pull, however. Good employers work hard to try and ensure the pull to stay is stronger than the push to go.
You are, of course, never going to be able to completely eliminate the pull. Some things - such as matching a salary - can often be outwith your control or means. But there are many things you can control which strengthen your hand in retaining staff.
For example, as we all know, coronavirus accelerated the shift towards flexible working. If a role can be performed flexibly - such as by working from home - and you don’t allow it, you are in a no-win situation, maximising the push and minimising the pull.
Culture is critical. Being fair - and being seen to be fair - particularly when it comes to welfare issues, is vital. So too - from a legal and personal perspective - is inclusivity and ensuring you address toxic cultures and relationships promptly and deal with grievances transparently and effectively.
Maintaining a team spirit is important too.
People spent a lot of time at home during covid and there’s been an unavoidable loss of connection. Yes, some are back in the office. But if they and those now working remotely full or part time don’t feel part of the team, those informal ties that bind employees to their work weaken over time.
So much of what can be done to retain staff is about getting the basics of culture and fairness right and it’s helpful to review these annually.
Ask staff their perceptions about culture. Are there a lot of staff leaving a particular department? Consider what issues there might be there. If there are any, don’t allow them to fester.
Look at the support you provide staff – even if an inflation busting pay rise isn’t possible, there are other options to make staff feel connected and valued, such as interim pay rises, reminding staff of existing benefits or signposting to sources of support. More creative options may be feasible with minimal impact on service provision, such as offering staggered start times to minimise peak travel costs or allowing staff to buy back holiday over the statutory minimum.
Brexit, coronavirus and now the rising cost of living have created the perfect storm across swathes of the third sector. Many people have had a rethink of how they want to live their lives – and whether that includes their current employer.
If employers focus on what can be done to retain good staff and engage with staff creatively to make the working environment as positive as possible, they may not feel so much pressure around recruitment.
This article featured in Third Force News Guide on 24 November 2022.
