Role of the Supervisor: Retain Your Best Talent
Free PDF Download|
Stay Employed In A Down Economy - By Roger Ingbretsen
As a supervisor a basic and most important retention tactic to employ, especially in a tight labor market, is to take good care of the talent you have. This is not just a matter of wages and benefits, (which is a given) but also encompasses you the supervisor providing your staff with work that is meaningful, interesting and challenging. You also need to truly demonstrate in a genuine manner your appreciation for what they continue to accomplish on a daily basis. Most good supervisors do this to some degree, but it is a point worth discussion because it is a critical strategy in the war for talent. Good solid employees rarely leave good solid supervisors who appreciate the employees’ effort.
Employees’ confidence in the ability of their supervisor is one of the most important predictors of retention. Employees want to feel proud of being part of a successful organization and therefore worth an investment of their time. Supervisors must accept the fact that to a large degree employee turnover is their responsibility. To the greatest extent possible supervisors should:
- Provide a workplace where people feel respected and valued.
- Provide a workplace where employee ideas and efforts are noticed and considered important.
- Provide a workplace where talent is recognized, promoted and celebrated.
- Provide less bureaucracy, less red tape for their talented employees so they can make decisions quickly when needed.
- Adopt a supervisory style that is inclusive and recognizes the value that each individual brings to the shared success of the organization.
The manager’s role is to identify and release the unique talents and skills within each employee and help channel these talents and skills to the benefit of both the company and individuals. Only by recruiting, identifying the employee’s talents and retaining that talent, can the manager achieve the organizations goals and satisfy clients’ needs. Supervisors need to understand that talent is the sum of a person’s abilities – his or her intrinsic gifts, knowledge, skills, experience, attitude, judgment, character and drive. It also includes his or her ability to learn, change and grow.
The key to successfully retaining a talented staff lies in initially hiring the most talented individuals for management positions and then training them in the skills required to effectively lead their subordinates. A great manager listens to their employees and preemptively acts to prevent problems, seeks information and ideas from their employees and acts to continually improve conditions on all levels. There is a direct link between turnover and level of supervisor/employee face-to-face engagement.
Supervisors are not necessarily proficient at retention-oriented leadership unless someone helps them along that path and makes it part of their performance metric. Training should include scenarios of how things might be different with more or less turnover – especially the retention of their top talent – so they can appreciate the benefits of workforce stability and the role they play in maintaining that stability. The organization should provide coaching to help supervisors improve the way they work to hire and retain their people.
Supervisors must understand the numbers, the “cost of turnover” in their organization and what these costs mean to the company and to themselves personally. The organization should set up a reward system for managers based upon turnover in their area of responsibility. Reward achievement of agreed-upon retention goals using cash, trophies, certificates and plaques, or simply public recognition. These awards should be bestowed by senior managers as part of their role in inspiring, guiding and coaching supervisors to higher levels of “retention performance and accountability.”
Today’s supervisors must manage the scarce commodity called talent to sustain their competitive edge. Talent management remains one of the supervisors’ highest priorities. Employee turnover is the silent killer of organizational productivity. Like every business solution, answers come from reliable data and analysis and the desire to develop a strategy and tactics to address the problem. Hopefully you will take the necessary steps to protect your organization in the very real war for scarce talent and future success. The ROI on talent recruitment and retention is real!
Related ArticlesYou and Your Supervisor
Successful Transitioning from an Individual Contributor to a Supervisor Role
Talent Management Merits Your Board's Full Attention
How Management’s Promotion Policies May Create Super Failures
Business Management May Turn Super Workers into Super Failures
Winning at Your Next Job-Simply Working Hard May Be The Answer
Making the Transition from the Employee to the Supervisor
Role of the Supervisor: Employee Engagement!
You Have To Be Hungry - Part I of III
How to get and keep great staff (1)
Leadership lesson: Tolerance is paramount
Those With the Best Talent Win
Talent Management: How to Retain Top Talent Without Derailing the Organization When Fast Tracking
Managing Skills for Business Continuity
Most of the Time Talent's Not Enough
LEADERS LOVE FORMULA : TALENT+ EXECUTION.
The London Olympics and Bad Supervision Have This In Common
Free PDF Download|
Stay Employed In A Down Economy - By Roger Ingbretsen
About the Author: Roger Ingbretsen
RSS for Roger's articles - Visit Roger's website
Roger has a Masters degree in Organizational Leadership, from Gonzaga University, a dual undergraduate degree in Economics & Business Administration, from Park University, an AA degree in Business, as well as 1,500 certified hours of training in technical disciplines. He’s had over forty articles, numerous white papers and two books and two eBooks published.
Roger is a member of the International Coaching Federation. Additionally, he has completed many professional training programs attaining numerous certifications, a few of which include: The Harvard Law School “win-win” negotiation process, the Center for Creative Leadership “360-Degree Feedback” evaluation process and “Coach the Coach” program, the Zenger Miller “Team Training Certification Seminar” and “Executive Coaching” practices from the Professional School of Psychology, California. He is also a qualified administrator of the Myers-Briggs Type Indicator personality inventory.
Click here to visit Roger's website.
More from Roger Ingbretsen
Do You Really Know Who You Are
Parents A 14 Step Guide For Preparing Your Children For The Real World
The Changing Role of Leadership
Eight Critical Leadership Questions
Board CEO and Organizational Alignment
Related Forum PostsQuote of the Day - ?"I've never met a successful entrepreneu
Why A Project Fails?
Seek Venture Capital & Funding
Share this article. Fund someone's dream.
|Today’s Profiles of Entrepreneurship in Africa: Aliko Dangote|
|Is Your Business Tough Enough to Survive Recession?|
|Features of Kall8 Phone Service|
|Catch Someone Doing Something Right|
|How to Listen like a Detective|
By: Evan Carmichael
||Like this page? PLEASE +1 it!|
Get advice & tips from famous business
owners, new articles by entrepreneur
experts, my latest website updates, &
special sneak peaks at what's to come!
A Practical View of Mission and Vision Statements
Avoid These Employment Background Check Mistakes
Using Internet Marketing For Your Success
Email us your ideas on how to make our
website more valuable! Thank you Sharon
from Toronto Salsa Lessons / Classes for
your suggestions to make the newsletter
look like the website and profile younger
entrepreneurs like Jennifer Lopez.