Retaining top talent

James R. Hicks

President, Global Payments Asia Pacific

Recognising that business success is people-based and having a clear understanding of what drives employee success is fundamental in retaining critical employees. Setting clear corporate objectives of employee growth helps demonstrate to key employees that the company is committed to their long-term success.

Fostering a team-based culture that embraces challenges while celebrating results helps all employees better understand the factors that will make them more productive and successful.

Building a strong emotional bond requires open and honest two-way communication. Employee surveys, one-on-one career discussions and less formal gatherings allow leaders to listen and learn. Knowing the employee’s personal aspirations means that a personalised plan can be developed, such as on-the-job training coupled with such things as job rotation, promotion or even relocation. Key individuals can learn and grow while broadening their exposure within the company worldwide.

Building the right environment, recognising accomplishments, clearly understanding an employee’s aspirations and then creating a clear path to ongoing success remain the cornerstones to retaining key employees and growing the bonds between employees and leaders.

Prof London Lucien Ooi Peng Jin

Chairman, Division of Surgery, Singapore General Hospital

Keeping key staff that provide a company’s core services, like surgeons in a hospital, is important in maintaining a leading edge. However, such individuals are also highly mobile and it is important to build strong bonds to retain them.

Professionals are driven by 5Ps:

»        Purse

»        Prestige

»        Power

»        Passion

»        Purpose

Knowing which P matters more to whom is key to retaining talent.

Being a practising surgeon myself helps me understand my staff and build a strong emotional bond with them. It is important that senior management is not distinct from staff. For staff to understand that whatever decisions I make will also have a direct impact on me and my practice, provides me with the moral authority to implement policies and practices, especially those that may not be so popular.

Understanding individual career needs and advancement prospects also builds a strong loyalty to the company. Being recognised by the company shows belonging and rootedness as it is very difficult for someone to leave the home where he grew up in and had great memories.

Alex Porteous

Hotel Manager, Four Seasons Hotels and Resorts

Today’s new workforce is not just looking for a job, but a job experience. At Four Seasons Hotel Singapore, the Guest Experience and the Employee Experience go hand-in-hand.

These traits are imperative in helping us to give our employees the best job experience possible:

»        Sharing and engaging regularly with the team: This ensures that everyone is a part of the Hotel’s operation.

»        Effective employee recognition: We celebrate small successes and don’t wait for a major achievement to reward individuals and encourage them to do more of it.

»        Internal promotion and growth: This ensures that everyone is committed and contributing, allowing us to grow talent.

»        Taking care of the “Heart of the House” environment (employee entrance, locker rooms and showers, uniforms and cafeteria): This is so that the team feels proud when they dress up and come to work.

»        Promoting work-life harmony: We encourage a healthier lifestyle and support all employees’ care and interest in the community

»        Dealing with under-performance: Being committed to train, re-train and take the necessary corrective action is important.