It’s been said that we live in an age of low employee loyalty, particularly amongst a new generation with new attitudes (see our earlier blog What are millennial marketing managers looking for in their next role?).  While there is some truth in this, our experience suggests there are still many excellent marketing and events professionals who want to secure long term positions in organisations where they can flourish, make a sustained contribution and grow their career.

At the same time, most companies recognise that having invested in attracting talented people it makes sense to keep hold of them. 

So how can you do this?

Here are 6 things to think about to help you keep hold of your best people.  

1  Get it right from the start

Many marketeers are familiar with the concept of post-purchase remorse, that feeling of doubt that can follow a large purchase. The same kind of thing can happen when someone takes on a new job. Have they made the right choice? Should they have taken the other offer? 

So it’s worth looking at your recruitment process to make sure it’s as engaging and reassuring as possible, from the initial communication through to the employee’s first few weeks and months in the role.  

The best recruitment consultancies will help keep communications flowing and positive for you, particularly during that nervous period between the offer and the start date when the candidate might otherwise be considering other options. 

A well-designed induction process is important too, as it will reassure new starters and help them find their feet, while well-defined objectives for their first few months will enable them to focus on what matters most and know when they are performing to expectations. 

2  Keep them challenged

Once someone has settled into a role, the best will want to be stretched with new challenges. Deciding the right time to give someone a testing target, or to ask them to work on a project outside of their core remit, is a judgement call, so it’s helpful to consider this on a case-by-case basis.  

If the project is to be a positive experience - and that is the point! - you’ll want to be sure they have the skills they need to succeed in facing a new challenge. So ensure your protégé has access to any training or mentoring support they will need. 

3  Keep talking

Performance management has a role, of course, but it can create an expectation that a long, formal meeting every six months or so is enough to keep performance on track. 

While it’s unlikely this was ever enough for anyone, it’s certainly the case that people now expect far more communication with their employers. Conversations and feedback should be regular, frequent and, where appropriate, informal. This has the twin benefits of keeping performance on track and helping you understand the motivations, concerns and ambitions of your people.

Well-formed feedback is particularly rewarding, even if it identifies areas that could be developed. If your best people know you’re willing to invest in their skills, they will generally see this positively - and value it, and you. 

Lots of firms have exit interviews with staff who are about to leave, which is a clear case of too little too late. Forward thinking managers have regular ‘keep interviews’ in which they check the satisfaction levels of key staff. By scheduling regular keep interviews with each team member you can increase retention and so have far fewer unnecessary exit interviews. 

4  Keep an eye on the competition

It’s always worth monitoring what the competition is doing to attract and retain staff, including checking salaries. Constantly trying to better the salaries offered by others is a mug’s game but you need to be sure you’re in the right ball park when it comes to pay to avoid making your people feeling undervalued or exploited.

If you can’t pay the highest salaries, consider other benefits. Include things such as flexible working, clear career pathways and a positive, supportive culture.  

5  Keep them informed

Let your top talent know about your plans for the department or organisation, and your plans for their future too. If an individual plays a key role in your succession strategy tell them and let them know their importance to the company. 

When talented people know they are recognised, appreciated and part of your long term plans they will be far less likely to respond to headhunter calls or job adverts. 

6  Finally, recognise there will come a right time for them to leave

Organisations thrive on new blood and new ideas. There comes a time in even the best employee’s career when a move is right for him or her and for the employer. When this happens maintain the positive relationship and stay in touch. 

Who knows? Once an employee has spent some time in a different organisation or sector he or she may return with new skills and insights to take on a more senior role.