Do you trust your Doctor? If so, why?

Well, if you are like me you would tell me that you trust them because you believe they have been trained, equipped to the job and continue to gain relevant and valid experience.

How does this apply to your workplace? Ask yourself one of these two questions: How have you been enabled and equipped to do your job? Or, how are you enabling and equipping those around you to do their job?

Last week I had a conversation with a business owner who was frustrated at having lost a great employee, someone they valued and appreciated and thought was a long-term fixture after promoting them to a more senior managerial role. “How did the induction period go for the new role?” I asked, response “what induction? They did that years back, knew us well and had progressed well until this!”

Don’t take for granted that existing experience and knowledge is enough for a new role –  it is so disappointing for all involved when we lose good people, have to face the dreaded recruitment process again not to mention wasted time and energy when we fail to equip people for the role we expect them to fulfil.

The average cost of replacing an experienced staff member is £25,000**. This is the perfect reason to be pro active and think ahead. We’ve helped just one of our clients save well over £25,000 by improving their staff retention through a sustainable and effective development program.

We love to share our knowledge and expertise so are offering you a snapshot of the process we use when helping our clients to consider how they plan for progress.

Key Questions –to RACE ahead and keep the people you love

R – REFLECT– how have you been equipped to do the job you have been asked to do? Hopefully some positives! How might these help you consider future growth for yourself. For staff – how many do you see with potential for another role? What are you doing to prepare them for this? When do you ask them about their aspirations, concerns and hopes?

A – ACT – take some action – what can I do to be pro -active and help prepare the way for a future role. Could you consider reviewing the job descriptions? Conduct a skills audit for the workplace or a specific role or an individual, be ahead of the issues that might later catch you out.

C – CULTURE – are we setting expectations that we have culture that promotes continuous growth and development, do we regularly review and ask if people are resourced and equipped to the job we expect of them. So many organisations fail to ask till it’s too late and waiting till exit interview isn’t helpful for anyone.

E – ENGAGE –  communicate regularly, promote openness, celebrate what works well, allow people to talk about frustrations, share knowledge, have a set agenda item about development opportunities or review of any issues that hold people back from doing the job they want to do. Set high expectations but equip and enable people to do what you asked them to do or will do!

How might we help you?

Firstly, get you excited that you have talent and potential internally and then together look at how we maximise this. That’s why we work with our clients using the RACE framework to facilitate discussions and plan for great progression, an outside view can really unpack the hidden gems you are missing.

Ask us about

  • How we might facilitate challenging thoughts and actions using the R.A.C.E framework.
  • Undertaking a skills audit – a great process to assess what you have what you might need and how to get it.
  • Culture Survey – informally or formally a great process for finding out what your place is really like, what people love, what they think would make it even better, the things that hinder them doing what they do best and how you might enable them to flourish and be more productive.
  • Design and Build a sustainable and effective development program that will provide a firm foundation for future growth and retain your best people.

** Research taken from Oxford Economics Institute