EMPLOYER GUIDE Recruiting & Retaining Employees

www.myhr.works

Recruiting & Retaining EmployeesIN THE WAKE OF COVID-19

The importance of effective

recruitment, how to boost your

recruitment efforts, and the best

ways to retain top performers.

AU

EMPLOYER GUIDE

E M P LOY E R G U I D E : R E C R U I T I N G & R E TA I N I N G E M P LOY E E S I N T H E WA K E O F C OV I D - 1 9 | 2

AU

Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Why effective recruitment is so crucial . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

How to supercharge your recruitment efforts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Sample interview questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

The next step: effective employee onboarding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Keeping good people once you have them . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Best employment benefits and perks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14


I N T R O D U C T I O N AU

Introduction

It’s no revelation to say that COVID-19 has changed the landscape. In the space

of 18 months, our economic and social worlds have been through an intense

period of disruption, challenge, and change.

Australia has done better than many

countries in managing the health and

economic impacts of the pandemic and the

country is in far better shape than many

predicted. The economy has been one of the

few in the world to grow over the past year

and unemployment continues to drop (5.1%

in May 2021).

But we’re not out of the woods yet and the

ongoing impacts of our COVID-19 response

has affected industries and companies

unevenly. Some have steamed ahead largely

unhindered, others are experiencing a post-

recession boom, while others are still feeling

the impacts of lockdowns and restrictions.

The labour market is starting to see more

movement as the economy opens up, but

the country’s skills shortage has been

exacerbated by international and interstate

border closures. While many companies

are looking to hire to fill vacancies or meet

upswinging demand, there is a squeeze on

the number of talented candidates, especially

in the technology, marketing, mining, banking,

and HR sectors.

So in these exceptional times, employers

need to do all they can to find and hire good

people, get them quickly up to speed in their

role, and keep them in the business. These

recruitment, onboarding, and retention

processes should be focused on both

independently and as an integrated system

that supports every employee’s performance,

wellbeing, and ongoing development.

This white paper takes an in-depth look at

the importance of effective recruitment, how

to boost your recruitment efforts, the best

ways to onboard new staff and retain your

top performers, including the most attractive

employee benefits and perks.

Source: Hays Australian and New Zealand Salary Guide FY21/22https://www .hays .com .au/salary-guide

% of organisations who expect business activity to increase in the next 12 months

% of organisations who plan to increase their permanent headcount

% of organisations who plan to increase their use of contractors or temporary workers

% of organisations who expect skills shortages to negatively impact their organisation or department in the next 12 months

% % % %72 47 15 64


AUW H Y E F F E C T I V E R E C R U I T M E N T I S S O C R U C I A L

Why effective recruitment is so crucial

It’s fairly obvious that every company wants to hire the best people it can,

but in a labour market facing a shortage of skilled professionals, effective

recruitment is more important than ever.

Sure, you could quickly whip up a job ad,

bang it up online, wait for applicants and then

select the one you warm to the most, but if

you expect to consistently get the best fit for

the role and your company, you’re going to

need to take a more structured approach.

Here are the top reasons for doing

recruitment well, whether it’s taking on a

part-timer to meet short-term demand or

replacing an experienced staff member who’s

moving on.

Secure the right talent

It’s often said that it’s better to hire no one

than hire the wrong person.

Having an effective recruitment process

means you start with a clear understanding

of what the business needs, then you

communicate that well to attract quality

candidates, and carefully select the one who

best meets those requirements.

It’s more than just finding the most talented

or qualified people. It’s about getting the

right talent for the role and the company;

people with the best possible skill-set and

the right personality for the team

and business.

Every stage is important, from defining

the job through to interviewing and

reference-checking candidates, and the

combined effectiveness determines whether

your new employee will turn out to be an

asset or a liability.

Keep good staff

High employee turnover can be a real killer

for your company’s long-term prospects, but

if your recruitment and selection processes

are effective, you will be far more likely to

consistently pick people who perform well

and remain loyal employees.

It’s all about using defined methods and

assessments (rather than gut feelings) to

identify applicants who will commit to the

role and the company’s mission, and then

successfully bringing them into the team.

If you are regularly losing people within

the first 90 days of employment, it’s a

clear sign your recruitment practices aren’t

up to scratch.

Increase productivity

An efficient, frictionless recruitment

experience increases the likelihood that

new employees will be more engaged and

motivated from the get-go, which improves

their long-term chance of succeeding in the

job and working to build the business.

Companies adept at recruiting...

had 2x the profit margin of those less capable...

...and had 3.5x higher revenue growth

In a study by the Boston Consulting Group


AUW H Y E F F E C T I V E R E C R U I T M E N T I S S O C R U C I A L

A benchmark 2012 study by the Boston

Consulting Group into the relationship

between people management and financial

performance found that ‘companies adept

at recruiting enjoyed 3.5 times the revenue

growth and 2.0 times the profit margin of

their less-capable peers’.

Quite apart from the effect of their own poor

performance, hiring the wrong person can

create stress and conflict in the team, and

suck up management time that could be

better spent on developing your people and

the business.

Save time and money

Building a team of dependable, motivated

employees is best for the bottom line.

No one wants to waste all the effort and

money to attract, select, and establish new

hires only to find they aren’t up to scratch

or don’t fit, and you’re faced with retraining

them, or worse, back at square one, looking

for a replacement.

If your recruitment campaigns are

consistently good, you’ll be way more likely

to get the right person each time and have

the confidence you can do so whenever the

business needs it.

Reduce legal risk

The recruitment process forms the base

for the employment relationship, so having

rigorous, transparent procedures that you

follow for every new hire reduces the chances

of finding yourself in legal wrangles.

That means being sure you hire without

discrimination or bias, adhering to privacy

and human rights regulations, ensuring

your new employee is entitled to work in

Australia, and that you will provide the

minimum pay and conditions set out in the

relevant award, registered agreement, or

employment legislation.

If you and your new employee start off

with a clear understanding of the position,

each other’s expectations, and rights and

responsibilities, you will be less likely to need

to take remedial steps or end up offside,

which could lead to disciplinary action or

even termination (increasing the risk of unfair

dismissal claims).

Contribute to team diversity

Aside from the legal considerations, robust

recruitment practices that are free from

potential biases and discrimination helps you

create a stronger, more diverse team.

This is more than ‘feelgood’ rhetoric or box-

ticking. A diverse workforce that brings a

wide range of perspectives and approaches

is proven to be better for business

performance and resilience, with improved

employee engagement and retention.

It could be a balanced gender mix on

your board, a variety of ethnicities in your

customer service team so customers feel

connected to the people who are helping

them, or ensuring that you’re not just hiring

carbon-copy employees who won’t bring

fresh ideas and innovation to your team.

Being open to diversity also means

you’ll draw from a wider pool of talent

and be a far more attractive company to

potential employees.


AUH O W TO S U P E R C H A R G E YO U R R E C R U I T M E N T E F F O R T S

How to supercharge your recruitment efforts

Taking a methodical approach to finding and hiring the most adept person

for any role boils down to understanding and combining each stage of the

recruitment process so they form a coherent whole that is fully integrated into

your wider business strategy.

We call this adopting a ‘recruitment mindset’ that aims to consistently get the

most out of your recruitment efforts.

Here are our top tips:

Plan your workforce

Treat workforce planning and talent

management as an ongoing commitment to

the health and viability of your company.

It’s not just about hiring on immediate

(reactive) need, but being strategic and

hiring people based on what the business

will need in the future and where a person’s

potential might take them.

So instead of seeking to replace like with like

or only looking at a set of essential skills a

candidate needs to get the role, try to hire

people who have additional ‘softer skills’, e.g.

communication, problem-solving, teamwork,

leadership, which can really make a long-term

difference in your team.

You should also think about where someone

could go in the business, what opportunities

they have to grow (and help drive your

success), which then links in with your wider

employee retention strategies.

Obviously, this requires some effort and

insight, but if your business is going to stay

competitive and flourish, your workforce and

long-term recruitment efforts have to grow

with it.

Stand out from the competition

If your industry is facing a skills shortage,

competitive pay rates may not be enough

to attract the best talent to your company.

You also need to be a place where people

really want to work and one that can offer

a range of incentives, such as development

opportunities, career progression, flexible

work arrangements, and other benefits.

Before you start recruiting, take some time

to define what you are as a business and

the reasons why someone would want to

come and work for you. People have different

aspirations and commitments so you need to

understand them and then see how you can

best accommodate them.

Building a good company brand that is

honest and real is more than just window

dressing. If you bring people in promising

things the company cannot deliver, they will

soon learn the reality of the role, the culture,

and their prospects, and will struggle or leave

if their expectations don’t match.


AUH O W TO S U P E R C H A R G E YO U R R E C R U I T M E N T E F F O R T S

Offer development opportunities

Top employees naturally want to learn and

grow, so offering career development and

learning opportunities is a real plus for

candidates.

It is also gold for the business, regardless

of size or sector, especially if finding and

keeping experienced staff is an ongoing

problem. A casual waiter or bartender can go

on and run the floor or manage the cafe or

bar. Trade apprentices can get qualified and

then go on to run jobs or whole worksites

for you.

It’s not just about putting people through

training courses. Are there mentors and

peers within the company who can help with

upskilling and providing feedback (and be a

nonpartisan listener)? Can you rotate staff

and teams so multiple people have broad

expertise across the business?

If you are bringing in highly-skilled specialists

for short-term roles, include a coaching

component so your people can learn new

skills and the business can retain the

knowledge.

Interviewing: try to find the true person

There is a lot of conjecture about the value of

interviews in predicting a person’s ability to

do a job. But they still form an important part

of the recruitment process.

There is a real skill to interviewing and

creating the right atmosphere. You want your

candidates to relax and open up so you can

get to know them beneath the professional

exterior. Everyone is nervous, regardless of

experience. But you also need to ensure you

have enough structure so once you get past

the initial chat, you can objectively compare

candidates’ responses and not be overly

swayed by any biases.

Stay flexible

In times like these, being flexible and looking

at creative employment solutions is vital.

Some talented, experienced people will be

looking for opportunities as the economy

opens up. Others may be looking at switching

careers. Your business may not feel confident

enough to hire more full-time employees

right now, but you may be able to bring in

some great people on a casual or contract

basis. It’s a good time to explore all possible

employment arrangements, including

working from home.

A word of warning though. Disruptions

to the economy and changing times doesn’t

mean employers can overlook their legal

obligations. All employment laws around

being fair and reasonable, providing the

minimum National Employment Standards,

and paying (at least) minimum wages

still apply.

Stay in the market

Always keep a look-out for talent, even when

you don’t have a vacancy. Building a store of

good candidates (internal as well as external)

who can apply for a job makes recruitment

that much easier.

If you employ someone great and there are

other talented candidates who you can’t offer

a job to, keep in contact with them. If you

meet someone who stands out or you get

awesome service somewhere, reach out

and connect.


AUS A M P L E I N T E R V I E W Q U E S T I O N S

Network and find people. There are lots of

ways to do this, via social networks etc. You

never know, the person you connected with

could be looking for a new challenge just as

your company needs a new star.Sample interview questions

This position

> Why are you interested in this position and

what was your motivation for applying?

> Tell me what you know about our

company, our industry and this position.

CV Review

> What accomplishments in your current

(or most recent position) are you most

proud of? Explain why.

> Outline the duties that take up most

of your time in your current (or most

recent) position. What are the top 3

things that you are measured on?

> Tell me what you like best and least

about your current position and why.

> Why did you (or why are you planning

to) leave?

> Who has been your favourite manager

in your career so far?

> Why did you like working for them?

Career

> What is your ultimate career aspiration?

> How do you hope this position will

contribute to your aspirations?

Performance

> Give me an example of when you

exceeded a sales target. What was the

target? How much did you beat it by?

What do you attribute to this success?

> Tell me about a time when you

converted a particularly difficult client.

What did you do to turn them around?

How long did it take? Would you do

anything differently next time?

> Explain how you would go about

identifying potential clients for our

company and connecting with them in

order to make a sale.

> Describe what you would consider to be

the unique selling points of our product

/ services. How would you emphasise

these to help grow our sales?

General

> If you were successful in securing this

position when would you be able to start?

What is your current notice period?

> Do you have any pre-arranged leave

we would need to factor in if you were

offered this position?

> Are you constrained by any restraint

of trade clauses in your current

employment contract that may affect

this position?

> Safety is very important to us. Do you

have any medical conditions or injuries we

should be aware of and which may affect

your ability to perform this job adequately

and safely? If so what are they and what

can we do to help keep you safe?

> What base salary and benefits package

are you seeking?

> Do you have any questions for me?


T H E N E X T S T E P : E F F E C T I V E E M P LOY E E O N B OA R D I N G AU

The next step: effective employee onboarding

Finding the best person for the job is an important first step, but it’s what

happens when the person actually starts work that can make or break their

success as an employee.

Research has proven that a well-designed,

comprehensive onboarding (or induction)

programme helps new hires hit the ground

running. It gets the employment relationship

off to a healthy start, and dramatically

increases the chances the person will

become a skilful, valued team member who

wants to stick with you and you’ll want in the

business so they can help drive its success.

Onboarding should be a broad process

that gives each new employee all the tools,

information, and insight they need to become

an effective team member, while at the same

time integrating them with the business, its

people, and culture.

However, many businesses still approach

onboarding haphazardly, throwing new hires

into a role without much preparation and

support. But it’s far better to see onboarding

as an investment in the long-term health

and success of your employee and the

organisation.

Why onboarding is so important

Gets new employees up to speed faster

Few people have all the skills and knowledge

they need to do an amazing job on the

first day they show up for work. There can

be a lot to learn, from simple things like

getting acquainted with the building and the

company IT system to understanding the

demands and intricacies of the job itself.

Effective onboarding helps new employees

become productive members of the team in

the shortest time possible by fully preparing

them for their position and to support them

as they grow into it.

It’s in everyone’s best interests to fast-track

this bedding-in process. For the business, it

means any disruption or dip in productivity

is minimised and managers don’t have to

spend long hours training and orienting the

new team member.

Source: Brandon Hall Group’s 2015 Talent Acquisition Study

Companies with a strong onboarding process improve new hire retention by 82%

%82

Companies with a strong onboarding process improve productivity by over 70%.

%70

Source: Gallup’s State of the American Workplace report

of employees don’t think their organisation does a great job onboarding new employees.

%88

E M P LOY E R G U I D E : R E C R U I T I N G & R E TA I N I N G E M P LOY E E S I N T H E WA K E O F C OV I D - 1 9 | 1 0


For the employee, it makes them feel part of

an inclusive team that wants them to excel.

They will feel good about the decision to

take the job, the work they’re doing, and the

company, which sets everybody up for long-

term success.

Higher employee engagement and

job satisfaction

Like in any relationship, first impressions

count. New employees want to feel valued

and supported, and taking the time to

ensure they get off to a great start clearly

demonstrates that they matter.

Successful onboarding boosts confidence

and can play a big part in a worker’s job

satisfaction, and their ongoing commitment

and loyalty to the company.

It also gives employers and managers

the opportunity to establish rapport with

the new employee, learning about their

strengths, motivations, and aspirations. If

the employment relationship is based on

understanding and trust from the start, the

better the outcomes for the employee and

the business.

Better staff retention

The first days and months of a new worker’s

experience are vital to long-term employee

retention.

A benchmark 2015 study by research and

analyst firm, Brandon Hall Group, found that

organisations with a strong onboarding

process improve new hire retention by 82%.

These findings are backed up by the results

of a 2012 study published in the Academy

of Management Journal that found new

employees who don’t get adequate support

and direction in the first 90 days are unlikely

to last much longer than four months in the

job.

Keeping your staff turnover rate low saves

time and money in the long run. Frequently

hiring new people is expensive and time-

consuming. So there is good reason to view

onboarding as the key part of a process

to work with your employee to keep them

happy and motivated, and make it less likely

that they will look elsewhere.

Better customer satisfaction

A positive employee experience leads to

better customer experience, which improves

overall business profitability.

Research by Jacob Morgan, author of The

Employee Experience Advantage, found

that companies that invest in employee

experience are 4 times more profitable and

generate twice as much revenue as those

that don’t.

The employee experience starts with

recruitment and is expanded by the

onboarding process, which should train

employees as quickly as possible so there

is minimal effect on the company and its

customers.

If the process also inspires and motivates

new team members, giving them a sense

that the company is a place where they want

(not just need) to work, they will want to see

it succeed and to provide the best possible

service to your customers.



Teaches about the company

culture and goals

The first few weeks are the perfect time

to introduce new employees to the values,

priorities, culture, and mission of the company.

Again, it’s about creating a positive impression.

Chances are, your new employee will know

about the company from the outside, but the

first days on the job are their first exposure to

how it works and feels on the inside.

A proper onboarding process can help the

new employee establish themselves as part

of the business while showing them how

their role contributes to the company’s wider

goals. It’s not just about learning about the

company and its culture, but connecting to it

and the existing team.

Done well, your new team member will

be more engaged and want to help the

company succeed.

Supports good hiring decisions and

quick recovery from poor ones

A solid onboarding process can help

employers and new workers decide if the

person or the job matches their expectations.

It’s in everyone’s best interest for this to

happen quickly, so everyone can move on.

When the person is right for the position,

effective onboarding provides a positive

introduction to the business. On the

rare occasions things go wrong, a good

onboarding process will help you identify the

bad eggs quickly and allow you to exit them

in a robust manner, with less risk.

In the Australian context, onboarding is

important to support good decision-making

if your business utilises probation periods to

assess new employees.

Under the Fair Work Act, employers are

protected from claims of unfair dismissal by

an employee during the probation period.

Having a properly structured and managed

onboarding and probation process will

allow you to assess new hires and deal with

those who don’t work out in a way that will

withstand scrutiny.

Sets a base for further learning and

development

In the modern work environment, employees

need to be adaptable and learn new

skills. While the learning curve is often

steepest at the start of a new role, people

thrive at companies that provide ongoing

opportunities to learn and develop.

The initial job training that forms part of the

onboarding process lays a good foundation

that should lead to a course of growth and

improvement. It’s a good time to find out

about your new worker’s career goals and to

design a training and development plan that

builds their skills and knowledge. This will

also help ensure they are motivated by, and

contributing to, the overall success of the

business.

Less stress

Starting a new job can be stressful. Sure,

there’s excitement in new opportunities but

they can also create anxiety.

A smooth onboarding process can allay fears

and make new people feel comfortable from

day one, giving them the information and

training they need to be able to concentrate

on their job rather than any negative feelings.

Having an established, effective onboarding

process reduces stress for employers and

managers too, so you’re not winging it each

time you hire a new person. Instead, you can

be confident that your new worker is getting

the best possible orientation, guidance, and

tools, so you can focus on assisting and

getting to know them.


I N T R O D U C T I O N AU

Employee Onboarding Checklist

Before an employee starts

� Send signed employment contract, including

Superannuation and tax forms.

� Confirm results of pre-employment drug and

alcohol screen (if required).

� Order any uniform, personal protective equipment

(PPE), and/or resources they will need to do their

job, e.g. car, computer, business cards.

� In the week before they start, give them a call to

welcome them on board, confirm their start date and

time, and who they should ask for when they arrive.

� Let your team know who will be starting and when.

� Spend some time planning their first day – who

will provide training, what do they need to do, is

there a buddy etc.

First day

� Make introductions to any other team members

and brief the new employee on what to expect

over the coming days. Show them the onboarding

checklist that explains the steps.

� Discuss the company’s core values, capabilities,

mission, and vision.

� Provide the employee with uniform/PPE, ensure it

fits and is of a professional standard.

� Take a tour with them to make sure they know

where:

� Tools, gear and resources are stored.

� The first aid kit is.

� To assemble for fire evacuation.

� Brief them on all workplace hazards.

� Review their job description and outline company

expectations.

� Set some key objectives to be achieved throughout

the trial/onboarding period; this will give you both

a yardstick to measure success against.

� Ensure they receive all relevant policies and

company materials, e.g. company handbook.

Allow them time to read through and be on-hand

to answer any questions. Give them copies to

take away and ask them to return them, with their

signature to verify they have read them.

� Make sure they have completed all required

health qualifications.

� Start training.

End of first week

� End of week catch-up — check in to see how the

first week has been.

� Ensure they have completed training

requirements and ensure they are properly

trained in the use of, and demonstrated mastery

of, all equipment and tools that they could be

required to use in the course of their duties,

including safety equipment.

� Check if they are still waiting on any resources or

meetings with people that would help them do

their job.

� Provide them with feedback, e.g. 3 things that

have gone well and 3 areas for attention or

improvement.

Review meetings throughout the

induction period

Set regular review meetings throughout the onboarding

period as this will provide you with an opportunity to

check all is going to plan and to make sure you are able

to take remedial action, if needed. Meetings only have to

be 10-20 minutes every couple of weeks.

Examples of things you may like to cover:

� How the person is measuring against their

objectives.

� What they feel has been going well, what their

highlights are so far, and why.

� What hasn’t gone so well and what could be done

differently. If there are skills or knowledge the

person needs or would like to develop, you can

start designing a training and development plan.

� If there are things they don’t understand about

the job and/or the company.

� Whether they have any safety concerns.

Once you’ve completed all the areas of the checklist, get

the team member to sign it, sign it yourself, then store it

with your employee records.


AUK E E P I N G G O O D P E O P L E O N C E YO U H AV E T H E M

Keeping good people once you have them

We always say that the easiest way to recruit a person is to not have to recruit

them in the first place.

While some movement in your workforce

is normal and bringing in new people with

new perspectives and ideas can be great,

regularly losing workers hurts, both in

financial terms and the time and effort it

takes to find a replacement, bring them

onboard, and train them to do the job. After

all that, there is no guarantee the new hire

will be as adept as the person who left, and

in the meantime, there can be a drop in

productivity and morale as other workers

take up the slack.

Research into employee turnover has

highlighted the need for companies to make

concerted, creative efforts to keep their top

employees for as long as possible, especially

in a labour market where skilled workers are

in short supply.

Taking a strategic approach to

retention gives you the best chance of

developing a stable, loyal workforce, so the

company can focus on hitting its targets,

while also being more attractive to other

highly-skilled workers (which bolsters your

recruitment efforts).

Traditionally, many small to medium-sized

businesses are so busy performing the

work that they don’t take a step back to

think about the way they organise and run

the company so employees stay happy,

motivated, and loyal. This sort of design

thinking does require an investment of

time and energy, but it is an investment

worth making.

If you treat your people well and show them

they are valued, they will have good reason

to stick with you and work hard to help the

business succeed.

Top strategies for retaining skilled staff

Employee retention strategies work best

when they encompass a variety of initiatives

and benefits that individuals can choose from

according to their preference.

Work with employees to figure out what

drives them, their aspirations and career

goals, then develop a personalised plan that

will help realise them.

Make sure this conversation is regular and

ongoing. What interests and motivates a

person one year will likely evolve over time as

their circumstances change.

1. Be proactive

38% of skilled professionals surveyed for

the Hays Australian and New Zealand Salary

Guide FY21/22 (https://www.hays.com.au/

salary-guide) said they were looking or

planning to look for a new job this financial

year, and another 39% are open

to opportunities.

No one wants to be turning over staff at that

rate, but many companies overlook the need

to have a long-term strategy for retaining

skilled people.



Design a employee retention program to give

your top people reasons to stick with you.

Don’t wait until you feel an employee is going

to leave – or worse, you’re sitting in the exit

interview – and try to convince them to stay

or match another job offer.

Ensure you understand and can meet their

needs, whether it be better pay, career

development, more benefits, or improved

work-life balance. Not only will your skilled

workers be around to help the company

succeed, they’ll be able to pass on their

knowledge and abilities so you’ll be better

covered if you ever need to replace them.

Source: Hays Australian and New Zealand Salary Guide FY21/22https://www .hays .com .au/salary-guide

% of skilled professionals looking or planning to look for a new job this financial year

%38

% of skilled professionals open to opportunities

%39

2. Hire the right people

Recruitment feeds into retention and vice

versa. Before you even schedule candidate

interviews, you should identify the sorts of

skills, backgrounds, or personality traits your

top employees have in common. Understand

your company culture and pinpoint the

aspects of it that are particularly relevant to

the job.

When you start screening candidates, look

at how they might fit with the company and

the existing team, and whether they have the

skills to assist your business with its goals.

Look for those with longevity at previous

jobs, especially if the company went

through difficult times, or a person who

plays team sports or volunteers. People

who show commitment, are self-motivated

and interested in developing their skills

and careers will be more loyal than those

motivated by money and power.

Then, when you are ready to make a job offer,

establish clear expectations so you can avoid

misunderstandings or disappointments down

the track.

3. Offer career paths and

professional development

Plan for the long-term. While top talent may

naturally exceed in their roles, there’s no

guarantee they will want to stay there forever.

You need to understand how these key staff

see their career progressing. Identify their

goals, then work with them on a plan to

attain them and grow with the company.

Promote from within as often as possible

and provide equal opportunities. This sends

a clear message that you are committed to

developing future leaders based on merit,

and you want your employees to drive the

company’s success and share in it.

Learning should be another core focus.

Employees will feel valued and more invested

in the business if you offer paths for training



and the acquisition of new skills, processes,

and technologies.

This doesn’t only mean attending formal

training courses and gaining qualifications;

encourage employees to learn by doing, on

each project and every task. Give them the

freedom to not get it right the first time,

and then share those learnings with the

wider team.

Your high achievers will end up being your

best workplace trainers.

4. Make it personal

We all have different motivations, so tailor

your staff retention strategies to individual

employees.

Find out what fires your skilled staff up.

Financial incentives might not be as high

on the list as you think. Instead, your top

performers may care more about being

challenged by their work, learning and

growing, or having more workplace flexibility.

Understanding the needs of your employees

and customising each person’s working

conditions and benefits package will

definitely take some work on management’s

part. But the time and effort will help your

people feel truly valued, boosting employee

satisfaction and, ultimately, loyalty.

5. Keep communication open

More than ever, employees want a company

culture of respect and transparency. They

want to know how the company is doing,

what it values, where it is going, and how

their efforts contribute to its success.

If your workplace has an open environment

where management shares information and

employees feel free to give feedback and

contribute ideas, you will foster a sense of

shared purpose, and you can expect it to be

easier to retain skilled staff.

Communication can be formal or informal,

so provide options. Give performance

feedback, hold regular meetings so people

can offer suggestions and ask questions, and

encourage individuals and teams to share

information.

Occasionally, it may help to bring in an

impartial third party for staff to talk to so you

can get a gauge of how they really feel.

Make sure everyone in the business is

committed to open communication. Invest in

training and development for management

to cultivate their interpersonal skills.

Listening to your employees and acting on

what they say will help them feel valued.

Best employment benefits and perks

An important part of retaining talented employees is offering attractive

benefits and perks as part of their employment package. As well as being

incentives to perform, benefits demonstrate to people that the company cares

about them and wants them to succeed.

Pay raises and performance bonuses are the

most traditional way to retain and attract

skilled people, but other tools such as flexible

work arrangements, increased leave options,


AUB E S T E M P LOY M E N T B E N E F I T S A N D P E R K S

travel subsidies, and a range of discounts

or free offers can go a long way to making

people’s working lives more meaningful

and enjoyable.

If you offer a mix of recognition, development,

and wellbeing programmes, employees can

choose the benefits that suit them best. But

be aware that many employees view perks

and benefits as nice-to-haves rather than

must-haves.

If people have reason to feel disinterested,

mistreated, or dispensable, it’s unlikely they

will want to perform well enough to merit

any extra rewards. Then either the business

will need to move them on, or they will do so

themselves. Others may soon follow.

Top 5 employee benefits and perks

1. Pay increases and performance bonuses

This is still is #1, despite the

economic conditions.

A pre-COVID study by workforce

management company, PERSOLKELLY

(https://www.persolkelly.co.nz/insights/),

found that salary increases and performance

bonuses were considered the most effective

benefits offered by large businesses for

attracting and retaining employees. This

has been backed up by the company’s

2021 Australia and NZ Workforce Insights

Report (https://www.persolkelly.co.nz/news/

careers-and-purpose-more-than-covid-19-is-

prompting-people-to-reconsider-their-lives/)

that found workers rated pay and financial

security as the top reason to consider

changing jobs.

Of course, not every company will be in a

financial position to offer a pay raise or bonus

to their best workers right now (and there’s

no legal requirement to give a pay increase,

unless you’re paying your employee less than

the minimum wage!). But the conversation

should still be on the table.

You might need to be creative and look at

things like incentive plans that pay in shares

in the company. This not only provides a

great chance for employees to share in the

company’s success, it also gives them a

lasting reason to help build it.

If you can’t afford raises or incentives, be

honest. People will usually understand if the

business has been doing it tough, and may

well be fine revisiting the discussion at some

later stage. But if you muck them around or

deny them a bonus on false pretences, don’t

be surprised if your employee’s performance

takes a dive and they start looking for new

opportunities.

2. Work-life balance

Prior to the emergence of COVID-19,

maintaining a balance between working life

and other personal activities was a priority

to most workers and the pandemic has only

reinforced this.

People have got used to working from

home and juggling work and personal

responsibilities. Remote work is now very

much a norm for many, and that change is

here to stay.



Smart employers realise that every

employee’s idea of what work-life balance

means is different, and that certain measures

work better for some roles more than others,

so it pays to provide a range of options to

choose from.

It may be flexibility in working hours and

location, part-time contracts, or the ability for

workers to scale their hours up or down when

they become parents, get older, or want to

further their studies.

It does take some faith, flexibility, and

commitment as an employer. But offering

options that improve your employee’s work-

life balance shows you trust them and in

return you can expect increased productivity

and performance, higher job satisfaction, and

reduced absenteeism.

2.5. Employee wellbeing

Putting some extra effort into employee

wellbeing is a really important consideration

in 2021, as many people have been unsettled

by the changes caused by the COVID-19

pandemic (and having to adapt to them).

Everyone wants to know that their employer

takes their health & safety seriously, whether

they are working on site or remotely. People

may need extra support. Having an Employee

Assistance Program (EAP) that provides

free, confidential counselling and support

can really help employees deal with stressful

problems, whether they are work or personal

issues. EAP services are also good to have in

place if you’re considering making structural

changes to the business that will affect team

members.

Beyond taking all the necessary precautions

and not cutting corners with employee

wellbeing, be straight with your people about

the company’s situation, its plans and goals.

They will have a good sense of what state the

business is in anyway, and will understand

if you can’t afford some of the benefits you

previously could.

3. Professional development

In our modern working lives, people want

to develop their skills and career, and

employees increasingly expect the company

they work for to provide an environment that

encourages learning and progression.

For the most part, Australian businesses

are good at this, and recognise upskilling

benefits the company as well. If you work with

your team members on development plans,

you will provide a clear path for them to grow

with the company. Remember to offer this to

everyone in the company, not just managers

and star performers.

Offering various options works best, as it

will enable your employees to select the

things that inspire them. For some it may be

gaining formal qualifications. For others it

may be attending workshops or hearing from

inspirational speakers.

The changes brought about by COVID-19

mean there are an increasing number of

online training and certification programs

that are free of charge, so upskilling is more

attainable than ever.

4. Increased leave

Beyond the paid leave that all permanent

workers are legally entitled to, many

companies now give their staff more than

the minimum and also provide other leave

options.

Giving extra days of paid leave for staying

with the company for a predetermined period

improves employee performance as well as

retention. Offering longer periods of paid or

unpaid parental leave encourages parents to

return to the company. Giving people time off


to recharge or pursue volunteer work shows

you support them, their values, and the wider

community.

It’s about demonstrating to your employees

that they matter. By showing them you are

willing to go above and beyond, they will be

much more likely to reciprocate.

5. Discounts and freebies

This is a broad category and could cover

anything from discounted health insurance,

travel, or gym memberships to providing free

food and espresso coffee.

Travel expenses – especially if your business

is in the city – can be a major cost for your

people, so providing lease vehicles (not just

cars), parking, or public transport subsidies

can be a big plus.

Many companies offer their own products

at little or no cost. It may not cost much to

the business, but it may mean a lot to your

workers. It will also give them first-hand

knowledge of the products or services the

company provides to its customers.

Other popular benefits to consider

> Health and wellness programmes, including

personal health checks, flu shots, and

nutrition and work-life balance seminars.

> Retirement and savings planning.

> Social perks, such as organised events and

outings, regular lunches, and Friday drinks.

Provide options

Your workplace doesn’t need to have slides

for getting between office levels, but you

should ensure the benefits and perks you

offer are of value to your people.

Understanding your workforce and providing

a menu of benefits that people can

customise will enable you to better enhance

their working lives.

The popularity of different benefits changes

over time too, so keep checking with

employees to see if you are able to offer what

they expect.

Of course, the prime consideration for most

businesses will be which benefits and perks

you can afford to offer. Transparency is key

because failing to deliver on promises will

leave employees feeling they have been

short-changed and, potentially, resentful.

Be clear and fair

Doing right by your team members is always

the right thing to do.

If you are proud of the way you treat your

people, let others know of the benefits of

working for your company. It will help attract

potential employees.

But remember: all the perks and benefits

in the world won’t count for much if your

workers don’t feel you value them, treat

them well, or they don’t have any direction in

the job.

Smart HR software. Expert HR support.

Sign up today at myhr.works

EMPLOYER GUIDE Recruiting & Retaining Employees

Documents

Transcript of EMPLOYER GUIDE Recruiting & Retaining Employees