With over 15 years of experience as an Executive Recruiter at JHA, Cathy Stewart understands the critical role that workplace culture plays in employee attraction and retention.
Stewart’s role goes beyond simply pairing candidates and employers within the senior living industry, but also fostering lasting relationships between them. She says few things facilitate this goal better than an organization’s commitment to a positive workplace culture.
“Communities that are doing well, with few job openings, often belong to organizations that have created better work culture environments,” she says. “They are actively working to create positive experiences for their employees.” On the flip side, organizations with poor culture often experience high employee turnover. Additionally, they face difficulties in attracting talent in the first place. But for some employers, defining what constitutes ‘good’ versus ‘bad’ company culture can be challenging. This uncertainty leaves leadership unsure about how to best optimize their operations.
One of the first steps is identifying why employees leave organizations. “Either they’re not feeling appreciated or they’re not feeling like they’re being paid correctly,” says Stewart. “It could be being micromanaged. Alternatively, it could be a change in leadership. Anything different from what they’ve experienced previously, and they don’t like that.” The particulars will change depending on the company and the role, but developing a general understanding of what drives talent away will lay the foundation for what not to do.
Then it’s time to build a positive culture from the ground up.
Stewart suggests looking at organizations with high retention rates like JHA for inspiration on how to keep employees happy and engaged. “We really want to empower people and make sure that people feel good about working here,” she says. Having been in her role for over a decade, she’s seen firsthand the impact that positive cultural shifts have had on her workplace satisfaction. She has a few tips for companies looking to implement their own.
Offer perks and incentives that encourage workplace engagement:
From free weekly office lunches to quarterly dinners and team-building activities, JHA offers a full lineup of incentives and activities that make their employees excited to gather face-to-face. In many workplaces, such initiatives are overlooked due to the cost or effort involved. Given their positive correlation with employee retention and satisfaction, they’re worth the investment.
“I think the incentives [we offer] are above and beyond what most organizations do,” says Stewart. “But those are extras that make a difference in the workplace culture and make people feel appreciated.”
Keep communication channels open:
At JHA, there’s an open-door policy where new recruiters can contact senior employees at any time for guidance and support.
“Even if they’re not in the office, they can call any other recruiter. They can talk about what’s going on,” says Stewart. “It’s really important for us to talk a lot about the stresses and struggles of what we do. It helps people, especially new people who are getting used to [the role], know that they’re not alone.”
Provide ongoing training:
Many employees leave their workplaces because there’s no room for learning or career progression. JHA tackles this issue head on. Regardless of skill or experience, JHA ensures that all employees receive ongoing training, tools, and resources to hone their skills and help them grow in their role.
“Even experienced recruiters have support in a way that they haven’t had before,” says Stewart.
Comprehensive introductory training with an offsite trainer plus daily check-in calls each morning and evening ensure that employee momentum is high, no one remains stagnant, and employees have everything they need to perform at their best.
“Whether it’s a problem with the job or they need more support, we make sure that everybody has what they need to be successful,” says Stewart.
Allow for autonomy:
While no effective workplace allows for full autonomy, those that offer some tend to have happier, more engaged employees. JHA embraces this by eschewing rigid job guidelines in favor of a more flexible structure that allows their employees to take on projects they care about.
“A lot of companies put people in boxes where they’re only allowed to work in certain areas and on certain things,” says Stewart.
“But Jeff Harris – President of JHA, always wanted to create the kind of firm that he wanted to work for. He built a company that treats people the way he wanted to be treated. So, there’s not going to be the constraints that you have in a lot of places.”
By integrating these policies into the workplace, organizations can create a more attractive and supportive environment, ultimately improving employee satisfaction and retention. It’s important to continually assess and adapt these policies based on the evolving needs and expectations of employees.