The economy is gaining momentum again and new job opportunities are emerging. There is also a debate on how companies can retain their current employees. The answer may be inboarding - a method to help employees improve their knowledge, skills and behavior necessary for further growth within the organization.
According to Forbes.com, inboarding is not just a matter of internal recruitment (promotion within the company), it is a complex process of employee resocialization in order to adapt to the current corporate culture and the new opportunities that have appeared within it. Companies often only think about how to involve new employees in the company culture (i.e. onboarding) and forget about employees who have been working for them for some time. How should you start inboarding?
1. Look for candidates in your ranks
Companies that want to retain their talents realize the importance of internal recruitment. Internal hiring is rising in these companies.
2. Create strategic projects
Offer your people projects that are not limited to their job titles or department. These may include projects focused on social responsibility or improving the working environment. It's about offering employees ways to grow, develop their talents, build relationships across the company, and generally be more visible.
3. Show the purpose of working for you
When employees see and understand the impact of their work on other people, they become more loyal and enthusiastic about their work. Companies should therefore focus more on ways of showing employees exactly how their work is beneficial.
4. Encourage friendly relations
Offer employees opportunities to get to know each other better outside the workplace. There are many possibilities - from parties to relaxing days. These informal meetings can build strong relationships with colleagues, as well as the company, that would not be created at the office.
5. Practice recognition
A lack of recognition is one of the most common arguments for changing employers. Successful companies measure how often managers praise their subordinates and offer tools (such as corporate social networks) that make it possible to praise more often with a wider impact within the company.
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