Food and Drink International - Winter 2016 Volume 2 - 11

employee retention

Culture can be continuously reinforced through managers modeling
the behaviors and HR incorporating
it into talent acquisition, performance
management and talent development
programs. When culture is reinforced
through multiple modes, employees
know what behaviors to strive for
and what key skills to hone. This will
ensure a better overall fit for the employee and your organization.

Managers Fail
The working relationship an employee has with his immediate manager is
a highly important factor in job satisfaction. In fact, research indicates
it is the single most important lever
to drive engagement and retention.
Good managers inspire employees
to give their maximum effort. They

employee feel heard and valued goes a
long way in boosting engagement.

office and create growth opportunities regularly.

No Growth Opportunities

Employee Contributions

Providing opportunities for valuable
on-the-job development is critical to
both skill growth and employee engagement. Skilled managers embed
development into every part of a person's job instead of tying it to one episode or event. Deploying a variety of
different learning approaches is essential as well. A multimodal learning
approach using proactive coaching,
seminars and skill development projects reinforces learnings and further
solidifies gains.
Development opportunities should
not be reserved for the upper tiers of
your organizational chart. Build integrated development programs that

High-impact managers and leaders
connect the employee's contributions
to larger organizational goals and outcomes. The most engaged employees
feel a strong connection between
their role and the goals of the organization. Getting your talent behind
your company's goals is only possible
when they can describe how they personally contribute to those goals.
Employees want to know how
their role fits into the larger picture.
They want to know they are making
a meaningful difference and how
their work impacts business growth.
Immediate managers must be able to
articulate how a team member's contributions matter in the grand scheme
of business.
It's a proven fact that disengagement drives voluntary turnover, and
there are factors within every organization that can either promote or chill
engagement. Your talent is a precious
commodity and far too valuable to
lose. By proactively addressing these
common root causes, you and your
company will successfully stem the
turnover tide and keep your valuable
talent from jumping ship.

"Focus on the root causes that are
impacting engagement and retention
in your organization." - Vicki Swisher
understand what motivates different
team members and their preferred
work style, which in turn sparks interest and passion in employees.
Managers need to view themselves
as talent developers. The most effective managers are great mentors and
coaches to their teams. These managers delegate challenging opportunities,
make recognition a priority, and seek
out and use employee ideas. While
personalities always differ, making an

can be scaled and cascaded across
your organization. Millennials have
an expectation that they will be challenged and developed in their roles.
They are not just interested in growing for their own sake, but also for
the success of their company and the
world around them. The ground swell
that is starting here is consistent with
what drives engagement for everyone
- regardless of age. So take a note
from the younger generation in your

Vicki Swisher is the senior talent development
consultant at IMPACT Group. Swisher has more
than 15 years of experience in talent, leadership
and organization development. She facilitates
High IMPACT programs and creates integrated
development programs to maximize talent at
all levels. Connect with Swisher on LinkedIn at
www.linkedin.com/in/vickiswisher.

food & drink international * winter 2016 volume 2 * www.fooddrink-magazine.com

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Table of Contents for the Digital Edition of Food and Drink International - Winter 2016 Volume 2

Contents
Food and Drink International - Winter 2016 Volume 2 - Cover1
Food and Drink International - Winter 2016 Volume 2 - Cover2
Food and Drink International - Winter 2016 Volume 2 - 1
Food and Drink International - Winter 2016 Volume 2 - Contents
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Food and Drink International - Winter 2016 Volume 2 - Cover3
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