Not just talk but do is the motto of many successful and optimally personalized companies. Normally, one would think that startups in particular have problems finding and retaining enough employees. But mostly these are rather companies that have existed on the market for a long time and in many cases are even omnipresent.

But where is the fault? In the thinking, in the system or rather in the organizational form of the company? One thing is for sure, there are many different reasons and conditions that can lead to this. Qualitative analysis by SPM2000 over the past two years has revealed what influences employee retention.

 

1.) Flexibility of the companies (e.g. regarding working hours)

2) Proximity to the employee (e.g. management contact at eye level, whether CEO or team leader).

3) Leadership Elementary (e.g. social skills and transparent, predictable management)

4) Leadership Plus (e.g. really know employees regarding strengths, weaknesses, vita etc.)

5) Leadership Optimal (e.g. through empathy and targeted employee development).

6) Integrative generational work (e.g. create commonalities and use differences, no generation is better or worse).

7.) Multicultural (e.g. open, interactive, borderless communication – OneCompany)

8.) Giving meaning (e.g. respect and recognition for each employee).

9.) Self-management (e.g. swarm intelligent goal work, instead of starting from oneself).

10) Sustainability and openness (e.g. living and promoting authenticity, and protecting values and rules).

 

The ten points alone, however, are only half the solution, because the hardest part is integrating the points into business practice, investing the time to do it, and synchronizing it with 100% integrity and follow-through. This is because it will usually take at least six months to three years to establish sustainable employee retention.

There are also other factors that need to be considered in order to successfully prevent employee turnover. For example, self-healing as well as self-therapy is rather hopeless without external or company-neutral support. In addition, it is necessary to bind the externals to success factors, such as an employee retention rate, and an almost brutal transparency, equality and openness in communication is a basic prerequisite.

And now, at the latest, you can certainly answer the question why startups tend not to have the problem of employee turnover. At SPM2000, we’re happy to help increase your employee retention. But it will not work from today to yesterday, but gladly for tomorrow and the years after.

Your SPM2000 Team with Dr. Torsten Roth