You start trying to keep them even before you get them. This idea that efforts to retain employees should start in the recruitment process often surprises some stakeholders of an organization’s people development system. Retaining good employees is a long journey and like any journey, a time of reflection can add meaning to life and cement the impactful parts. In fact, reflection might well be one of the most powerful yet often overlooked ways to inspire people to stay.
Many employee retention efforts, center on benefits and incentives for individuals and for the whole team. To keep people, we invest in their development, we provide great benefits packages, and we strive to help them see a version of their success that excites them. We give bonuses, we throw holiday parties, and company picnics. All good and all necessary. Although these can help promote engagement, their commonality limits their effectiveness.
In an insightful article for MIT Sloan, Catherine Bailey and Adrian Madden shared the findings from their study on meaningful work, where meaning comes from, and the mistakes managers make that can rob employees of meaning. Interestingly, the authors, in this study, found that the meaningfulness of work was not related to interactions with employers or managers. The factors were more intrinsic.
Based on their research and feedback from participants, they offered five qualities of meaningful work; one of which was reflection, unpacking what happened in the work, what was it about, who was it for, what was the big “why” of the work, etc. “Meaningfulness,” they write, “was rarely experienced in the moment, but rather in retrospect and on reflection when people were able to see their completed work and make connections between their achievements and a wider sense of life meaning.” Confirming a widely held notion that finding meaning in work comes from an inward place.
Knowing this, how can we optimize our people development systems (and by extension our organizational cultures) so that reflection is not only possible, but intentionally built into the system’s structure? Here are three practical ideas to start the exploration.
1 Create space and support for reflection.
The number one tool for reflective learning is time. It’s also the most elusive, so put it on the schedule. Consistency is key. One approach might be to have a 15 to 30 minute reflection time scheduled for the day. Then a one-hour reflection time at the end of the week to consolidate and review each day’s reflections, and a one-hour reflection at month’s end with someone (a coach or a leader) to dig deeper into any themes, observations, or opportunities that are discovered.
Consider providing notebooks or journals. The tactile nature of writing can sometimes help by slowing down the process and enhancing the act of remembering. Although, these could be held within a learning management system along with scheduling tools that help with reminders. Aim for a structured, but simple approach.
A place for reflection that is free from distractions and that promotes a meditative atmosphere is helpful. A quiet place to contemplate and rewind the day. Going to this place to reflect can help in the habit building stages as the learning culture takes root. Having an encouraging partner also helps. Coaches that understand how reflective learning works and how they can encourage this type of growth and development helps individuals by posing questions and guiding the thought processes so that these exercises remain focused and productive.
2 Build reflective learning into the PDS.
One of the guiding principles of the Optimized People Development System framework is becoming a learning organization. In such an organization, everyone engages in learning (including the leadership team) and each person should understand how this plays out for them. The theme of learning is supported by each of the five functional areas of the PDS.
Starting with the recruiting process, explain to potential employees how learning, reflective learning in particular, is part of the organization’s DNA. Set expectations and show them how this will happen. When onboarding, give them the tools for reflection and connect them to a coach. The training process can support how to become a reflective learner and then extends through to the performance management processes in the PDS. Retention efforts then incorporate these tools, times, and steps into conversations with leaders and coaches to ensure that the learner is tapping into those intrinsic forces that create meaning at work.
3 Learning leaders.
You’ve probably heard the well-worn research finding that 80% of the people who quit a job do so because of a boss or supervisor. Adding to this, Bailey and Madden found that the factors that contributed to feelings of meaninglessness were, in fact, driven by how people were treated by their leaders.
Robust and ongoing leadership development is vital to creating a culture of learning. There are many growth opportunities as highlighted in Bailey and Madden’s “Seven Deadly Sins” – a list of management behaviors that can drain the meaning from work. Each of these seven are behavior based and are indicative of leaders with underdeveloped emotional intelligence, who fail to understand the value of relationships, and who struggle to connect their behavior to the team’s success, among other things. Most of the root causes of these leadership behaviors can be addressed through training and coaching support.
One additional way to optimize leaders’ abilities in the context of the OPDS framework is to teach them how reflective learning can strengthen them and their teams. Encourage them to share their own reflective learning experiences with the team and to ensure that the tools and supports put in place for them are being used. Most importantly, guard the time for reflection selfishly. For themselves, and their team members.
The OPDS framework allows teams of leaders to experience their PDS as a complete system, together. In this manner, leaders learn to help each other avoid those destructive “Seven Deadly Sins” and help each PDS stakeholder see how they influence the success of the PDS. Time for reflection as a leadership team can identify ways to continuously improve this important system.
Reflection as a retention tool.
Finding meaning in the work we do is a personal journey. Some days the meaning is hard to find. Other days it seems to overwhelm. Without the time to reflect and remember, the journey can slip by in the busyness of the workplace and meaningful connections are lost. For the employee, a lost opportunity to learn. For the employer, a lost opportunity to create stickiness and engagement.
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The Optimized People Development System 