Employee retention

Strategies for Employee Retainment During Restructuring

Why do the most talented employees leave an organisation when they’re most needed?

Organisations in competitive markets often need to restructure to stay ahead. This can deeply affect staff morale and retention. The Forbes Coaches Council suggests that trust, investment in staff, and clear communication are key during these times.

Bill Gardner notes trust helps ease restructuring. Erin Kennedy believes investing in staff is crucial for loyalty and keeping them. John O’Connor says supporting those who leave with effective outplacement is vital.

Rumours during restructuring can hurt morale. Alexandra Ross and Meridith Elliott-Powell recommend open communication to counter this. Casey Carpenter suggests town hall meetings to keep the company’s culture alive by reminding employees of the company’s values.

Being open and showing appreciation are crucial in times of change. Janet Zaretsky believes these practices keep employees during upheaval. Adrienne Tom emphasises the value of including everyone in this process to ensure a united team.

With millions quitting jobs monthly, keeping morale up is essential. Organisations that value openness, honesty, and authenticity tend to perform better. This also boosts employee satisfaction.

Understanding the Importance of Employee Retention During Restructuring

During restructuring, keeping staff can be tough because of the uncertainties. This often leads to distrust among employees. Studies show a clear link between restructuring, like layoffs, and drops in productivity and service quality. After restructuring, it’s common for productivity to fall. This happens as employees left in the company might feel guilty and anxious.

Forbes Coaches Council members all agree that building trust with employees is essential before restructuring. Trust and clarity keep employee engagement high. They help make the transition smoother. Furthermore, 80% of these coaches say that investing in employees is key to keeping them, especially during these hard times.

Additionally, 70% believe in the benefit of outplacement services for affected staff. Such services lessen negative effects and keep morale up among those who stay. Around 60% of experts underline the need for transparent communication. It stops speculation and builds trust, keeping productivity stable after changes.

Half of the experts highlight connecting employees’ work with the company’s purpose. Meanwhile, 40% suggest town hall meetings and sharing company values. These steps improve employee involvement. They also stress the value of keeping staff by creating a united work environment.

Applying these methods is part of focusing on people in leadership. It includes trust, clarity, involvement, and growth in the workplace. It helps keep motivation up and address employee needs well during organisational changes.

Building Trust Before and During Restructuring

Trust is key when we talk about restructuring. It’s important for leaders to be clear and honest. This helps employees feel safe during changes. Companies that value openness tend to keep their staff longer. Training leaders to be strong is vital for keeping teams together.

Transparency in leadership

Talking openly and being clear helps avoid wrong guesses and builds trust. Alexandra Ross says clear talks can make things less uncertain and bring people closer. Showing how work matters can also make staff happier and more likely to stay.

When companies help employees find new jobs during changes, it really makes a difference. It shows they care about their team’s future, building loyalty. Making sure everyone can speak up freely also helps calm worries and fear.

It’s crucial to recognise what people do and keep talking to them. When staff feel appreciated and in the loop, they’re more devoted. So, being open and genuine is key to keeping people during shifts.

Offering Training and Career Development Opportunities

Investing in employee training and career growth is key for keeping staff, especially in tough times. Firms that offer over 70 hours of training per employee can significantly boost career progression. This leads to increased staff commitment and loyalty, says McKinsey & Company. It shows the company’s dedication to their team, making a promise of lasting support.

LinkedIn’s 2023 Workplace Learning Report states that learning and career growth are big reasons why people change jobs. Career development can cut turnover rates by up to 34% in firms that focus on it. Additionally, employees who move roles internally are 75% likely to stay after two years. This is higher than the 56% stay-rate of those without such opportunities.

It’s not just top managers who benefit from professional growth and coaching. All employees do. A surprising 70% of learning takes place directly at work, per LinkedIn’s findings. Workplace interactions and formal training account for the rest. Providing continuous learning and skills training can reduce staff turnover by 30%. It can also improve job happiness and productivity by 25%.

A common reason people leave their jobs is the lack of career progress, notes a McKinsey Study. Therefore, offering dedicated career services can keep staff loyal and enhance the firm’s image. Erin Kennedy notes keeping up these programs, even in cutback times, demonstrates a company’s commitment. After all, 79% of L&D leaders think it’s cheaper to reskill an existing staff member than to hire a new one.

Prioritising career growth and training aligns with what employees today expect and need. It creates a stable, driven work atmosphere. These efforts show a shared commitment between staff and the firm, improving staying power and building a positive workplace culture.

Ensuring Job Security and Managing Speculations

Keeping staff happy and secure is key during changes at work. Last year, over 47 million Americans chose to leave their jobs. This shows how crucial it is to have good plans in place. The US Bureau of Labor Statistics says losing staff can cost a lot, from half to two times their yearly pay. So, we must tackle workplace rumours early.

Being open with staff is very important. Talking straight about rumours can lessen worry and show that the company is honest. Alexandra Ross says telling people what you know and don’t know can stop distrust. It makes employees feel important and in the loop.

Managing employee expectations

Transparency and feeling secure at work are really important. The Work Institute’s report from 2022 shows a big jump in people leaving jobs voluntarily. This was 34% higher than in 2020 and 13% more than in 2019. How secure people feel at their job matters a lot. It influences whether they decide to stay or go.

A study from McKinsey & Company found many reasons why people quit their jobs. Forty-one percent left for lack of career growth. Thirty-six percent were unhappy with their pay. And 34% did not find their leaders inspirational.

Talking clearly about changes at work helps staff feel secure. Studies have found that when companies keep staff, they save money and avoid trouble. Leaders need to create a place where everyone knows what’s happening. This keeps trust high and keeps good employees, even when times are tough.

Enhancing the Work Environment and Team Culture

Making a positive work setting and boosting team culture are essential. They help keep people during changes. These steps improve morale and make workers want to stay for the long run.

Casey Carpenter suggests town hall meetings and reward systems based on values. These can greatly improve team spirit. They allow everyone to speak and feel part of the group. Adding these to the routine makes employees feel important.

Efforts like experience reviews and internal talent markets matter too. They help in promoting movements within the company. These reviews spot and praise worker’s efforts. Talent markets let them try new roles in the organisation.

Showing clear career paths is key in keeping trust and loyalty. Workers stay when they see chances to grow. About 63% leave due to no growth opportunities. So, showing paths for advancement is critical.

Working together and valuing employees are vital for a positive workplace. Teamwork and respect boost productivity. Recognising worker’s efforts makes them feel valued. Firms focusing on a good culture see more creativity and engagement, keeping talent longer.

Employee Retention: Focusing on Leadership

Research shows strong leadership is key in keeping staff during restructuring. 100% of surveyed people see leadership as essential for employee happiness and staying with the company. Leaders who show true commitment to the company’s values play a big part in this.

Meridith Elliott-Powell emphasises growing leaders who can keep the best staff by showing the company’s values. Adrienne Tom believes in leaders being visible and talking openly to everyone in the company. This approach reduces worries. Especially because 84% of employees who really understand their job are likely to stay.

Trusting leaders is crucial for a strong work relationship. Employees who trust their leaders often stay loyal to the company. The way leaders talk, including their tone and gestures, makes up 93% of how they communicate. It shows why being genuine and clear is important during changes.

Leaders who support a good work-life balance help keep staff. Those who enjoy flexibility and a positive work-life balance tend to not leave. Feeling recognised and valued at work stops employees from wanting to leave for new jobs.

Clear job roles can boost employee performance by 25%. It shows leaders need to communicate well. Keeping staff means making sure they are happy, involved, and share the company’s goals and values.

Commitment from leaders to create a positive workplace is very important. Leaders that talk openly, recognise efforts, and help employees grow build a strong foundation for keeping staff. So, during restructuring phases, it’s important for leadership to be visible, true, and consistent.

Utilising Incentive Schemes for Motivation

Effective incentive schemes are key to keeping workers motivated and loyal, especially when companies are changing. The incentives industry is huge, valued at over $100 billion. Of this, $46 billion is for non-cash rewards. This shows the value of rewarding staff in different ways.

Research proves that incentive schemes boost employee performance by up to 44%. Reward programs make 66% of workers want to stay at their job. This proves the strong effect of rewards on keeping talented employees. Rewards given quickly are very motivating. They lead to a 79% success rate in meeting goals.

Incentives aren’t only about money. Firms giving physical sales rewards see three times more revenue growth. Workers happy with their benefits are twice as likely to enjoy their job. Also, praising workers and giving feedback boosts their drive to work hard.

During company changes, rewarding workers helps appreciate their efforts and builds company loyalty. With 69% of workers valuing recognition, it’s clear that being appreciated keeps them from leaving. Companies with a strong culture of recognition also see better retention and more engaged employees.

In short, well-planned incentive schemes maintain worker motivation and commitment. This is crucial for a company’s success during changes.

Offering Outplacement Services for Departing Employees

During times of change, providing outplacement services helps uplift the spirit of the staff staying and boosts the company’s image. These services include help with finding new jobs and kind offboarding, showing care for employees’ futures. This caring approach reflects positively on the company’s values. A study shows that these services help people find jobs quicker, cutting down the time they are unemployed. This lessens the negative effects of losing a job. On average, people find new, improved jobs in about 11.5 weeks, showing how valuable these programs are.

Also, offering outplacement services can make a company look better, especially on sites like Glassdoor where many job seekers go for info. Companies that provide these services often see a 16.5% boost in their Glassdoor ratings. This can help attract the best workers. They see that the company supports them during tough times, improving its reputation and keeping workers longer.

Helping employees as they leave matches well with company values of taking care of their people. It also lowers the chance of former employees taking legal action by keeping relationships positive. Outplacement services help the remaining workers feel secure and loyal. By including services like workshops, personal branding support, LinkedIn profile optimization, and interview prep, as provided by Hanover, companies show they really care. This thoughtful support ensures a smooth transition for leaving employees and keeps good relationships for the future.

Written by
Scott Dylan
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Scott Dylan

Scott Dylan

Scott Dylan

Scott Dylan is the Co-founder of Inc & Co, a seasoned entrepreneur, investor, and business strategist renowned for his adeptness in turning around struggling companies and driving sustainable growth.

As the Co-Founder of Inc & Co, Scott has been instrumental in the acquisition and revitalization of various businesses across multiple industries, from digital marketing to logistics and retail. With a robust background that includes a mix of creative pursuits and legal studies, Scott brings a unique blend of creativity and strategic rigor to his ventures. Beyond his professional endeavors, he is deeply committed to philanthropy, with a special focus on mental health initiatives and community welfare.

Scott's insights and experiences inform his writings, which aim to inspire and guide other entrepreneurs and business leaders. His blog serves as a platform for sharing his expert strategies, lessons learned, and the latest trends affecting the business world.


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