Are you an employer of choice?

Do you want to be an employer of choice? Of course you do – but who are you trying to convince? The title of this article begs immediate qualification. Are you an employer who attracts and retains talented, committed, loyal individuals who integrate well with the culture of your organisation?

In ‘How to become an Employer of Choice’, authors Roger E Herman and Joyce L Gloia state ‘The phrase is more than a buzzword. It is representative of a whole new design of corporate culture’

Employer of choice is a highly subjective label that needs to encompass a variety of objective measurements.  But one element is a consistent thread though any wish list. The wellbeing of your employees. It is no coincidence that of this year’s UK ‘Times Top 100 Companies To Work For’, every single one of the top 15 had highly ranked wellbeing programmes. The only other quality to feature as significantly among the winners was leadership.

In a competitive and challenging marketplace, the race for the best candidates is more crucial than ever. Very few organisations will have the luxury of outbidding their competitors with that old favourite from better times – ‘the golden handcuffs’. But even if you could offer salaries above average that doesn’t make you an employer of choice. In fact, in terms of wellbeing and productivity, inflated compensation packages may cause staff to stay for all the wrong reasons. That doesn’t mean that benefits packages aren’t important – they are valuable in maintaining the commitment and wellbeing of your employees, but must be designed in the context of the available funds and the culture of an organisation.

Technology also plays its part in the competitive sport of winning talent. An organisation can no longer hide its skeletons in the closet and social media can be an asset or a liability. One of the major challenges currently facing employers is to increase perception among staff of the value of their benefits packages and wellbeing programmes. Both internal and external communications strategies are worth considering.

I suspect that a straw poll of ideal employment benefits for a cross-section of employees from diverse sectors would produce a wide variety of desirables.  Particularly when it comes to culture – one person’s Shangri-la could feel like the depth of Hades to another! Being an employer of choice can be about more than corporate benefits or wellness, but if you can tick both those boxes, this will have a positive effect on recruitment and retention.

Wellness initiatives to enhance employer of choice status:

In deciding to be an employer of choice, an organisation should identify the elements of the workplace environment that would be important to the type of individuals they wish to attract. And this starts from the top. Strong leadership, an atmosphere of fairness, respect and recognition for a job well done are all key to wellbeing. Lazy or incompetent employees being given an easy ride is not the route to wellbeing for the workforce at large. Being a good manager is like being a good parent, the happiest and most productive employees are those treated with respect and fairness within clearly identified boundaries.

As financial pressures escalate and job security diminishes, it is easy for the work life balance to be undermined so cultural considerations and wellness programmes are valuable in promoting healthy behaviour.

When creating a wellness programme designed to enhance employer of choice status, three key criteria should be met. The initiatives should:

1. Protect and promote the health and wellbeing of employees.
2. Protect the organisation from legal challenges regarding issues such as health and safety laws, Equality Act and supplement their role in duty of care.
3. Offer a range of services that are understood and appreciated by staff.

Number 3 is particularly relevant. For example an Employee Assistance Programme (EAP) or whistle-blowing help line is only of value if it is actively and intelligently promoted by the employer.

Employment health assessments (aka pre-employment checks), robust bullying and harassment policy, and regular updates on nutrition and exercise are the absolute basics but an organisation can choose many other ways to protect and nurture their employees.

• Health schemes (private medical insurance, cash plans, dental benefits) do not have to be company paid. Voluntary schemes offering preferential rates can be well received.
• Training and development can improve workplace efficiencies while boosting employee confidence, loyalty and self-worth.
• Flexible working practices are a major contributor in reducing stress and will help to attract candidates.
• Mental health awareness programmes can have a dramatically positive effect on wellbeing, while protecting vulnerable individuals.
• Life insurance, critical illness and health protection policies can be expensive to offer, but again, on a voluntary basis may provide peace of mind.
• Regular focussed employee engagement and feedback are a good way to check that your strategy is on course.
• Active protection against bullying and antisocial behaviour can be promoted by fair leadership and education.
• Programmes should be tailored to reflect the demographic of the workforce – if this is diverse in age and personality, the wellness initiatives must be equally diverse and not just aimed at the fit and healthy few.
• Professional and cordial relationships with both colleagues and clients should be nurtured. In a service based organisation or customer facing role, an employee’s clients may represent their most regular and significant daily interface. Steven Covey, author of ‘The 7 habits of highly effective people’ writes ‘Always treat your employees exactly as you want them to treat your best customers’

And finally…

Use the wellness programme to demonstrate that your employees are valued, and not just in monetary terms. They are your organisation’s biggest advocate and the front window to the workplace environment.

As Jane Austen said ‘There is nothing like employment, active indispensable employment for relieving sorrow.’

About Author:

By Marcia Reid of Finchers Consulting Ltd.

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