18 Sep 07
Do you meet employee expectations?
In an industry that often has more available positions than skilled candidates, attracting and retaining staff must be a priority.
Companies must consider; what are the key drivers in a working environment that motivates a potential employee to want to work for a company? And what motivates a current employee to stay and perform to the best of their ability? Candidates generally have a higher expectation of organisations and what they should offer their employees. With the intense competition between companies in the construction industry to recruit the best staff, it is important to understand how your organisation can measure up to these critical areas.
"We believe that there are four key areas that are key drivers of job satisfaction: work environment, career development, work/life balance, and cultural values," says Wayne Eaton, Manager, Construction Recruitment with Bayside Personnel.
Work Environment
All employees desire a positive and supportive workplace. "We find that our candidates have this high on their list when they are evaluating potential employers," says Wayne. Managers need to make employees feel valued and engaged and extend support when staff members face work and personal challenges. It has been found that professionals who enjoy interacting with supervisors and peers not only make the office more enjoyable, they also produce better work and show greater loyalty.
It is important to recognise talented people in their contributions to your organisation. It is not enough to just tell your employees that you are appreciating their input. Create an environment that encourages employees to develop and experiment with new ideas. If you come up against a problem, actively seek your employees involvement in helping to solve problems. "This makes employees feel like they are key decision-makers in your organisation, and engaged employees are generally retained," explains Wayne.
While offering a fair and competitive salary is one of the most obvious ways to attract and keep key talent, money isn't the only factor in determining an employee's job satisfaction. However, it is important to remember that salaries remain competitive, particularly in an industry where salaries have been rising.
Additionally, evaluate whether the benefits that you offer are as attractive as those your competitors provide. Employees may prefer positions that offer excellent benefits over one with a higher salary. "Huge demographic changes in recent times means that the ‘typical employee one-size-fits-all benefits package' is now insufficient," explains Wayne. Companies need to look at offering flexible benefits which offer employers a menu of choice.
Career Development
For many workers, opportunity for continuous learning weighs heavily in the decision to accept or remain in a position. As a result of this, you need to provide viable career development and progression opportunities. "Companies must recognise that they have the tremendous ability to influence an employee's job satisfaction," says Wayne.
Employers with a dynamic work environment that offer opportunity for career progression, stimulating construction projects, salary benefits and an organisational vision that aligns with their own have a definitive competitive advantage. "The construction industry is now dealing in a global market, where billion dollar projects are no longer uncommon. This means that companies are able to provide their employees with the opportunity to work on large-scale projects and should be mindful of giving staff the chance to be key players in decisions," says Wayne.
Also, the emerging workforce of today is developing very different attitudes about the workplace and how it should operate. Organisations must therefore look for new and innovative ways to ensure successful recruitment and retention strategies.
In an age where the ‘job for life' is a concept that many members of the workforce don't relate to, the development of their skills is a key way you can offer your employees security. As new workers enter the construction industry, it is important to make sure that expectations are identified and managed.
Work/Life Balance
Many struggle to find a healthy balance between personal and professional responsibilities. When businesses transform their operations to create work-life integration it generally reflects positively on the company. "If you offer these flexible arrangements, make sure your policies in this area match the nature and demands of your business and of your staff, and are not solely based on individual needs," says Wayne.
When considering work/life balance, it may be worth considering the following:
- Ensure employees are aware of business priorities and encouraged to be clear about their own personal priorities
- Enable mutual recognition and support for employees in their work and personal roles
- Have on offer creative approaches to work that enhance a company's performance, work and personal life.
- The debate on work-life integration involves both you and your employee and you must work together to create beneficial work-life options.
"Work-life balance does not simply mean how much time staff are able to spend with their family and friends, it is about stimulation in all aspects of their life," explains Wayne.
Cultural Values
Employees are now assessing company approaches to values and issues such as: company vision, industry, community, culture and environment. "Especially in the construction industry, it is important for candidates to see that companies are focused on improving work practices to ensure sustainability," says Wayne.
If employees are aligned with organisational values and are clear on the goals the organisation is working towards, they are more likely to succeed and stay motivated. It is therefore essential that the broad goals and visions are filtered through into organisational work-practices. This is not only an effective retention strategy, but also a great selling point for your organisation.
The Challenge Ahead
Effective recruitment and retention are key to the success of any organisation. Creating and maintaining an atmosphere in which people feel happy and valued using their talents in cooperation with others is the secret to retention. Paying attention to these four key areas of job satisfaction can assist organisations to improve their retention and success.
Companies within the construction industry must truly understand that recognising the key talent in their business makes sense - building relationships makes for stronger foundations.
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People Management Awards
Bayside received a Victorian AHRI Award for Excellence in People Management in 2006.
People Management Awards
Bayside received a Victorian AHRI Award for Excellence in People Management in 2006.