I have this friend — let’s call him Josh. He’d been at his job for a year, even though he didn’t love the work he was doing. The job offered Josh good pay, security and professional experience. But, ultimately, it wasn’t the kind of work he wanted to do long-term.
His job offered a promotional path, but only gave employees a chance to apply for a promotion once a year. The promotion charts the same course for each employee in Josh’s role. And, really, the promotion is a title shift with a bit more responsibility. He was set on a path to receive his first promotion this year, with assurance from his manager that he would get it.
But, when time came around for the promotion, they decided not to offer it to Josh. And, they gave little explanation as to why. At this point, what would motivate Josh to stay in his role? Is it worth waiting another year to apply again for a promotion in a career path he’s not actually interested in?
Newsflash: It wasn’t worth it. He left.
What motivates people to stay in their jobs when things get tough or when they don’t get the promotion they expected? It could be the mission of the work, the coworkers, investment into a project, the pay, the perks. I’ll admit it’s a bit of a loaded question — there are a myriad of reasons that people choose to stay with a job through thick and thin.
But, I can tell you, free food and a free gym membership only go so far when you’re dissatisfied at work. A pay increase doesn’t always cut it. If your work is both strenuous and there isn’t a clear career path, it’s more likely you’ll start shopping for different work within a couple years.
The Importance of Providing an Employee Development Plan
With nearly 70% of the American workforce disengaged at work, retaining talent is a primary concern for most companies. Employee engagement and retention are closely linked. Gallup’s State of the American Workplace report captures the link between engagement and retention in a nutshell:
“Engaged employees are more likely to stay with their organization, reducing overall turnover and the costs associated with it. They feel a stronger bond to their organization’s mission and purpose, making them more effective brand ambassadors. They build stronger relationships with customers, helping their company increase sales and profitability.”
Sounds pretty great, right? Think about how this translates in your contact center.
According to research out of McKinsey & Company, engaged and satisfied contact center employees are:
- 8.5x more likely to stay than leave within a year
- 4x more likely to stay than dissatisfied colleagues
- 16x more likely to refer friends to their company
- 3.3x more likely to feel extremely empowered to resolve customer issues
Considering Josh’s experience at his job, …read more
Read more here:: B2CMarketingInsider