How do you build a company culture that retains loyal employees?

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It goes without saying that it is to everyone’s advantage to build a company where your employees feel at home. Not only will your staff be happier, but they’ll also become more committed – you’ll experience much less attrition. But how do you build such a culture?

After two years of pandemic, people are rethinking their purpose and relationship with work. As a result, we see valuable employees voluntarily leave their jobs en masse. They choose to leave toxic workplaces that perpetuate mental burnout and undesirable environments. But it’s important to understand that these workers generally don’t leave the workplace; they go away their workplaces. And they leave because of the culture. As we evaluate the reasons, it’s important to remember: all the things we’ve put in place — the values, the practices — don’t mean anything if employees can’t look in the mirror and say, “I belong here.”

In previous years, public companies typically reported metrics like earnings per employee to the SEC, and they really focused on the stuff brought in by the hard dollar. In this case, your company was highly rated if it had important technology or owned real estate. But over the past two years, SEC reporting has shown that companies can have the best technology and the most amazing investments in locations, but it’s really the people who determine the success or failure when it comes to meeting your strategic objectives. Now companies have to show how they invest in developing their people.

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This is especially interesting at a time when companies are experiencing an extreme skills shortage – both in the commerce and white-collar world. There is now a need to focus on skill development, and while we absolutely need to keep developing trading skills as they are not going away, it is really the soft skills that are new motivators. People wonder if they can guide analytical decisions or turn them into arguments that their staff can support.

Research shows that when people take on a new job, it’s not just about the money. Yes, of course, the money is important and people should be paid fairly. But people want to know that they are supported in their professional growth. They are looking to develop soft skills – not only for themselves, but also for their leaders.

The fact that people expect more from their employers furthers this idea. For example, programmers no longer settle for working around the clock and being celebrated with ping pong tables and free beer. Employees no longer want to experience burnout in the workplace. They want their employers to invest in them as much as they have invested their time and energy in that company. And on the heels of the pandemic and The Great Resignation, if workers are not satisfied, they will choose to leave. Given the shortage in the workplace, power now rests with the employee and no longer with the employer.

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For companies with eroded cultures and startups looking to build something new, this means creating a new culture. This is the one thing that will keep someone at your company and bring in new people to work with your brand. If people don’t want to work for you, your brand doesn’t matter in the end.

When people invest in a company, they are investing in the whole of that vision: efficiency, effectiveness and equity. More importantly, they invest in the people. You must have the right team to carry out your vision. A team that feels empowered by the culture has a sense of belonging within the company. And it’s this beautiful, complete vision that drives people to invest in you.

To build a company where employees feel they want to stay, we need to build a culture of belonging – a culture that embraces individual values ​​and value.

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