{"id":69047,"date":"2019-11-30t12:00:39","date_gmt":"2019-11-30t17:00:39","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=69047"},"modified":"2024-08-14t11:26:45","modified_gmt":"2024-08-14t15:26:45","slug":"got-great-people-work-to-keep-them","status":"publish","type":"post","link":"\/\/www.g005e.com\/2019\/11\/30\/got-great-people-work-to-keep-them\/","title":{"rendered":"got great people? work to keep them"},"content":{"rendered":"

\"sword<\/a>ah, the damocles sword of staff retention.<\/strong><\/p>\n

by steven e. sacks
\nthe new fundamentals: practical guidance for today\u2019s accounting firms<\/a>
\n<\/i><\/p>\n

there is an old adage: \u201cyou don\u2019t know what you have until it\u2019s gone.\u201d this covers everything from people to technology and things in between. some people might make the argument they know or knew what they had, they just always thought they would have it \u2013 whatever \u201cit\u201d is.<\/p>\n

more: <\/b>the 5 keys to success in accounting careers<\/a> | who\u2019ll quit next?<\/a> | strengthen your firm\u2019s screening practices<\/a> | smart trust in the workplace<\/a> | what aspiring accountants need to know<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

this situation reveals itself in the work environment. you have done all you could (or so you think) to attract and recruit a high-performing team; created programs to keep your team members enthusiastic and jazzed about coming to work; and spent vast sums on training and education.
\n
\nbut one day your star performer tells you he or she is leaving. what gives? what, if anything, did you overlook? was there a miscommunication, an incorrectly interpreted situation, a supposedly innocent offhand remark that took on a life of its own? will you ever find out the real reason?<\/p>\n

maybe. but most likely it\u2019s too late, the person\u2019s decision is irreversible.<\/p>\n

by some measures, it will cost three to four times the departing individual\u2019s salary to get a replacement up and running. the real tragedy is that it would have cost you much less to do what was necessary to keep that person. then again, you were under the impression you wouldn\u2019t lose what you realized you had.\u00a0oops.<\/p>\n

senior leaders and managers must discover approaches or practices that resonate with a mobile workforce. those may require sucking it up and making compromises. the notion of work flexibility is not new, yet why is it that employers still require \u201cpresenteeism\u201d? this term was addressed in the book\u00a0\u201cwhy works sucks and how to fix it.\u201d\u00a0part of the thesis is that less time is lost from people staying at home than from them coming to the office or facility and not performing at full capacity. this book (and others that cover the challenges of the new employee in a new work environment) is worth reading. there are a variety of practices,\u00a0programs\u00a0and processes that are easy to implement, making the workday less stressful. this can contribute to a higher retention rate.<\/p>\n

\u201chire for attitude and train for skills.\u201d \u2013 <\/em>tom peters<\/p><\/blockquote>\n

office hours have become mere suggestions. as grownups, if we have projects, proposals, reports and other deadline-driven work, the idea of office hours being 8:00 a.m. to 5:00 p.m. is really meaningless. have a long train ride and good internet connection? think of what you can accomplish by working in a different surrounding. and if work can get done on an hourlong train ride, think how much can be accomplished from a home office.<\/p>\n

we have such busy lives and weekends are often just long lunch hours. using audio and video capabilities, no one needs to be going to the office every day, especially if there are no clients to meet. if you haven\u2019t already, consider instituting flextime and telecommuting. the latter can be an effective bargaining tool to offset additional travel costs for an office that has relocated, or if there is an appreciable increase in client travel.<\/p>\n

your employees are your most effective advocates and promoters to entice new talent to join the firm. they can boast about a schedule they are in control of and the convenience (also cost savings) of working from anywhere.<\/p>\n

don\u2019t just jump in\u00a0<\/strong>\u2013 have a plan<\/strong><\/p>\n

you may be hearing or reading what other firms are doing but you need to resist the \u201cus too\u201d temptation. think carefully about creating a flextime, telecommuting or any other innovative program designed with the goal of an improved work environment. there are eeo, insurance, human resource and liability issues to consider. also, if your firm\u2019s internal communication apparatus is suspect, you must make every effort to keep the telecommuters up to date on firm actions and decisions.<\/p>\n

the grass always appears greener, but after a while, those who telecommute may feel a sense of isolation or disadvantage because they don\u2019t have face time with those who can be a positive influence on their career trajectory. these employees should not feel out of the loop. be sure to provide them with timely and relevant information. more important,<\/p>\n