You’ve landed on this page because you’d like to improve the stability, morale, longevity and/or efficiency on your team.
Did you know….
Employees are more likely to quit if they have “toxic” co-workers. Employees are up to 54 percent more likely to quit when the proportion of “toxic” team members grows by as little as one on a team of 20.
Referred employees make better hires. A study conducted by Cornerstone in concert with the University of Toronto’s Rotman School of Management revealed that referred employees were 8 to 20 percent less likely to quit, and, in many cases, were less likely to engage in certain kinds of workplace misbehavior. In some industries, referred employees also showed higher productivity.
Having friends at work is a positive predictor of someone’s propensity to remain on the job. In a study examining the social behavior of 20,000 employees, TLNT determined that employees who knew three or more people working at their company were likely to stay at the company longer.
Social networking is a strong predictor of success among employees. Another study looked at the effect of social networking on a large sample of employees working in frontline service positions and found that social network behavior was directly correlated with productivity. Employees who regularly used up to four social networks converted more sales, handled customer service calls faster and stayed at the company longer than those who used no social networks.
Trainers are more successful when they cultivate a relatively social and engaging classroom environment. In fact managers and trainers who worked to create camaraderie and friendship in their learning environment (on-the-job, or in the classroom) report, two to three times longer tenure among their employees compared to those who do not foster this type of environment.
An employee’s supervisor is the single biggest driver of their tenure and performance on the job. TLNT followed 1,400 supervisors and 30,000 employees for another report and discovered that an employee’s first supervisor at a company has the most dramatic impact on his or her performance even years later. The first employee-supervisor relationship is critical in terms of optimizing employee performance down the line.
*All information is based on TLNT research.
So what does this mean for you? It means that if you want to have the most productive, creative, and engaged team possible, you need to support them in communicating well and building strong relationships.
I’ve worked for over a decade supporting leaders to build and maintain strong team relationships and communication.
My particular areas of expertise are:
- Lowering turnover and increasing employee retention
- Boosting employee morale, engagement, and performance
- Giving and receiving feedback effectively
- Managing conflicts
- Dealing with difficult conversations
- Managing change
You can check out my LinkedIn Profile here to see more about my corporate and team related experience.
If you’d like to chat about how I can support you, please email me here.