The retention solution

In today’s rapidly evolving business environment, speed and adaptability are paramount. The pace of change, driven by ever-newer digital milestones, impacts how we mobilise, engage and enhance the human component. This is evident as businesses implement updated workforce models such as hybrid working, more autonomous decentralised organisations and leaders with greater empowerment.

Traditional business leaders often struggle with adopting a flatter organisational structure, due to the lack of systematic approaches and this can lead to stagnation in both business and personal growth. To grow, retain and attract talent, businesses should implement three strategies to create a dynamic and resilient workforce. These approaches not only attract and retain top talent but also drive continuous business and personal growth.

How to empower employees and structure for success

Our people – regardless of who they are and where they are – must embrace the new ways of working, take ownership and collaborate more deeply with their peers, seniors, subordinates, customers and partners. This shift toward a horizontal management structure is essential in order to foster an employee-centric environment and unlock a new age of empowerment.

We need to unleash the potential of distributed leadership, allowing the power of the many to flourish and contribute beyond the expectations of their level of seniority or job description. As the capability gap between senior leaders and other employees narrows, especially in digital skills, tapping into the collective resources becomes crucial. This approach empowers all employees, not just those at the top, to navigate transformational challenges effectively.

Decentralising authority and fostering a flat organisational structure allows teams greater autonomy to innovate and make decisions, thereby enhancing employee experience and ownership. This mindset shift moves to collective, positive, empowered action, enabling organisational culture to more easily evolve to unlock progress. When employees see their ideas and contributions directly impact the organisation, they feel valued and remain committed to their roles, reducing turnover.

A culture that embraces this new process is crucial – with each person taking ownership and leading at their level. Without it, the business transformation will quickly fizzle out. Organisational culture evolution is key to increasing job satisfaction and retention. By fostering an environment where employees feel empowered and connected, you retain your current workforce but also attract new talent eager to be part of an innovative and supportive organisation.

Why it pays to invest in your team

“To win in the marketplace, you must first win in the workplace” is a great quote from Doug Conant, former CEO of Campbell Soup Company. Leaders must focus on creating the foundation and climate for in-role CEOs to thrive, which requires fostering the right mindset, culture, workplace practices and workforce effectiveness. These elements significantly impact organisational metrics such as internal engagement, employee satisfaction and the organisation’s overall employer branding.

Improving these areas contributes to business growth and will help to assess how much more attractive the organisation is to potential employees, including those seeking permanent positions and the growing independent workforce.

Leaders should also establish mentorship and coaching frameworks to support emerging leaders and employees. Stepping out to offer coaching support and informal mentoring creates a regular feedback arena and a safe space to share concerns, offering help and recognising new behaviours and impacts, which all aid in empowering personal growth. Such investment in team development creates a supportive environment where employees feel valued and motivated, directly enhancing retention.

Ensuring employee engagement & satisfaction

A clear infrastructure for recognition and reward is vital for employee satisfaction, resilience and a sense of inclusion and belonging. Organisations committed to unleashing their inner CEOs and sponsoring leadership at all levels must recognise and reward new behaviours, emerging skills and impactful contributions beyond their job role.

Some of the tactics to consider as the organisation formalises its recognition and reward approach include team meeting presentations to recognise people’s efforts, time off for wellness, award events for individuals or collaborative groups and annual salary increases. Having these systems in place empowers employees to take ownership and be acknowledged for their progress and results. This proactive approach boosts morale, job satisfaction and a sense of appreciation among team members.

Moreover, a robust recognition and reward system signals to both current and potential employees the organisation's commitment to valuing its workforce. It fosters a workplace culture where individuals feel motivated to excel, thereby enhancing employee retention.

Everyone needs to be accountable for growth – both their own and the organisation’s. Engaged, motivated staff are central to creating an ideal environment, leading to job satisfaction, talent attraction and retention. This applies to both a permanent in-house team and a loyal independent workforce eager to play their part within the organisation.

Jeremy Blain is the multi-award-winning chief executive of Performance Works International and co-founder of the social enterprise DiversITy-talent; he also serves as a non-executive board director for three other organisations. Performance Works is a modern leadership research, consulting and development company that helps executive boards and leaders succeed in the digital climate amidst disruption, opportunity and uncertainty. His new book, Unleash the Inner CEO, transcends traditional empowerment strategies, allowing individuals to unleash and embrace their unique potential