Archives for posts with tag: public services

The new prison development in North Wales.

At first glance, maybe having Britain’s newest and biggest prison is nothing to shout about.

“It’s just a prison,” you might say. “Whose going to be excited about that?”

I am.

Let me explain.

Work on building Britain’s newest prison is well underway on Wrexham Industrial Estate. In fact, I was lucky enough enough to see progress first-hand on a recent site-visit.

On the site at the North Wales prison development.

The fact is, the benefit to our local economy is going to be huge.

It boils down to two things.

Business opportunities. And jobs.

While the prison is being built, the developers Lendlease will be looking to sub-contract to smaller firms for all kinds of materials and services.

While it’s unlikely that all of those contracts will be won by local firms, many Wrexham businesses will be in a brilliant position to compete for them.

Some local firms are already feeling the benefit. An example?

A significant contract was recently awarded to a Wrexham company specialising in steel works and erection.

And £10.6m in work has already been awarded to businesses within a 50-mile radius.

creating business opportunities

To help businesses understand the opportunities being created, we’ve worked with partners to stage networking events. And our business support team is encouraging local firms to bid for contracts.

But that’s just the construction. Once the prison is up and running, it’ll need all kinds of goods and services to keep it running.

Again, local companies will be able to compete for many of these contracts – we’ll be doing our best to encourage them.

All in all, the prison is expected to be worth up to £23 million a year to our economy.

So in 10 years, it may have generated £220 million for Wrexham and the surrounding region.

That’s a huge amount of money.

North Wales prison development.

creating jobs

I also mentioned jobs.

As well as opportunities for skilled workers, the construction phase is expected to provide around 100 apprenticeships.

That’s a great chance for people to learn skills on the job.

People like 18-year-old Daniel Davies from Penycae in Wrexham.

Daniel is training to be a civil engineer with local construction firm Jones Brothers. He spends one day-a-week at Coleg Cambria, and the rest of the week on site at the prison development.

He says: “An apprenticeship is the best way to learn skills and gain experience. And being paid is an incentive to work harder and progress within the industry.”

The point is, people like Daniel are learning important skills that will be retained in our local economy. That’s good.

Once its operational, the prison will provide around 1,000 jobs. Not to mention the jobs supported through contracts with suppliers and service-providers.

We’ve been working with colleges and universities to help make people aware of these career opportunities.

The video below was made at a recent student information day that engaged around 120 students and academics.

So is having Britain’s biggest and newest prison something get excited about?

Yes, actually. It is.

You’ve seen one office, you’ve seen ‘em all.

Well. Not quite.

The basic functions and features of offices have been pretty routine for a long time.

Chairs, tables, laptops, phones. A space to focus. To come together with colleagues and communicate. A marker between life inside work, and outside work.

But some organisations are going further and deeper in their quest to provide productive settings for employees.

There’s the Apple ‘donut’ in Cupertino.

And the Amazon ‘biosphere’ in Seattle.

And the Moneypenny ‘dreamland’ in…Wrexham.

That’s right. Wrexham-based Moneypenny will soon have an office-building that’s every bit as radical and innovative as the tech giants of our time.

Artist's impression of the new Moneypenny HQ in Wrexham.

more than just an office

The company – which provides outsourced call-handling, and has branches in New Zealand and Charleston, South Carolina in the US – has confirmed its continuing commitment to Wrexham by announcing plans to build a brand new HQ here.

Now that’s brilliant news for us. Moneypenny is a major local employer.

But what’s really interesting is the new-thinking behind the creation of the building.

Described as “10 acres of dreamland”, the £15 million development will include a treehouse, village pub and desks with spectacular countryside views.

It’ll also include nature trails, orchards and vegetable gardens.

Artist's impression of the interior of the new Moneypenny HQ.

somewhere you want to be

So what’s it all about? Why are companies with a reputation for forward-thinking creating these work-spaces?

Are they making a statement that supports their brand? Maybe. But it’s usually deeper than that.

It’s no accident that Moneypenny has consistently found itself on the Sunday Times 100 Best Companies to Work For list.

It understands the benefits of having happy employees. And it achieves that partly by creating a brilliant working environment.

If you like where you work, you work better.

creativity

There’s another angle to this too.

Forward-thinking organisations need forward-thinkers.

You can bet that’s right at the front of company-thinking when the likes of Apple, Amazon, Google, Moneypenny and thousands of other organisations design their working environment.

When you think of creative agencies, you think of games rooms, soft sink-down sofas, posh coffee and rooftop patios.

Yes it creates a good impression for customers. Of course it does. But it’s about nurturing a creative mindset among employees.

If you work in a setting where the rules and rituals feel malleable (within reason), your thinking becomes more malleable.

Moneypenny co-founder and director Ed Reeves says: “We literally sat down with a blank piece of paper and asked ourselves ‘what could we do with these 10 acres of dream greenfield land?’

“The answer was to create our ideal home – somewhere exciting and innovative, yet practical.”

Moneypenny HQ in Wrexham.

people

When a business like Moneypenny reveals a vision like this to the world, it sends out a brilliant message about Wrexham.

It says ‘this is a place where innovative companies can grow.’ How great is that?

(Take a look at my previous article Blood, Sweat and Ideas to learn more about innovation in Wrexham.)

Of course, buildings and office space are only part of the picture. It’s about people. It’s about investing in your workforce.

Wrexham Council – like everyone else in the public sector – is facing huge financial challenges. We’re reshaping and resizing to meet that challenge, and we can’t build incredible work-spaces for staff.

But it doesn’t mean we shouldn’t invest in our employees and create the best environment and conditions we can.

If we invest in our staff, they’ll invest in our customers.

And investing in customers is at very heart of our business model.

Moneypenny HQ interior in Wrexham.

A few months ago, I posted an article called ‘Becoming Digital.’

It got 51 shares on LinkedIn, so I’m guessing it struck a chord?

I talked about the challenges – and opportunities – that councils face in their quest to foster truly digital cultures. And I promised to keep you posted on our progress here in Wrexham.

One of the most exciting things we’ve been working on since that first article is an online customer service portal.

The portal – called My Account – will provide a personalised experience for people who want to access our services online.

We’re going for a soft launch – offering things like council tax and benefits claims – and then gradually building the range of things people can use the portal for.

It’ll look and feel like part of our website, and the technology behind it is very clever.

We’re not the first council to do this. Far from it. But it’s an important step in our digital journey.

My Account screen shot

how will it help our customers?

Simple question. Simple(ish) answer.

A lot of people expect to be able to do certain things online. A lot of people prefer to do things online.

Pay for stuff. Apply for stuff. Book stuff. And so on.

Generally speaking, doing stuff online is convenient. You can do it in on your laptop, tablet or phone in front of the TV, on the commute to work or whenever you like – just so long as you have an internet connection.

For those people, making our services available online – in a way that’s intuitive and easy – will meet their expectations.

They’ll get the convenience they want.

However, not everyone likes to do things online.

So when it comes to switching the focus to digital, a lot of organisations talk about ‘channel shift.’

They’re talking about the need to get out there and actively encourage some customers to try the digital option.

Take the Barclays ‘digital eagles’ for example.

The company wants more customers to access its services digitally – and it realises it needs to help certain groups do that. Customers who might not be comfortable using online services.

Achieving this channel-shift is probably a bigger challenge than the technology. It doesn’t happen on its own.

We’ve been running workshops at our customer contact centre to show people how to use our new system, along with other basic skills – like how to set up and manage an email account.

They’ve been really popular, and it’s great to see people lose their fear of the technology – and suddenly grasp the benefits that online services can offer.

ok…so how does it help wrexham council?

It helps us in two ways.

It’ll help us understand our customers better.

And it’ll save us money.

The cost of handling enquiries face-to-face or over the phone is – typically – far more expensive than online.

National comparisons suggest the following averages…

• Face-to-face = £8.62 per enquiry
• Telephone = £2.83 per enquiry
• Online = £0.15 per enquiry

We’ve done our sums, and we think My Account will save us £38,000 in the first year, £141,000 in the second year and £210,000 in the third year.

At a time when public sector budgets are shrinking, those savings are going to be important.

It doesn’t mean we can – or want – to do away with one-to-one interaction where its needed. Algorithms and artificial intelligence can’t solve everything.

But for services suited to the internet, encouraging customers to get online will save us money or free it up for where it’s really needed.

The other big win for us is the data.

The portal will help us understand what services different sets of customers use, when they use them, how often and so on.

That could help us manage those services, predict peaks and dips in demand, and target resources.

We’re not talking ‘big brother’ stuff. Just the kind of thing most digitally enabled service providers do – all within the bounds of data protection and with terms and conditions explained to the customer.

The data will help us deliver services better.

So come to think of it, it’s the customer who wins in the end on all counts.

That’s got to be a good thing.

People need services. But councils – which provide many of those services – are shrinking.

What are we going to do?

Here’s one idea.

Grow our communities, and enable them to deliver more services for themselves.

Now that might sound like a good way to dress up a bad situation, but there’s real substance to the concept.

And some councils – including Wrexham – are putting the theory into practice.

We recently launched Together in Wrexham – a drive to encourage more individuals, communities and groups to come together to make a difference.

Together in Wrexham

We’ll help residents who are willing to volunteer some time, knowledge or resources link-up with like-minded people to make things happen.

What kind of things?

Well, it could be something as simple as helping to coach a local football team. Or opening and locking up a community centre. Or helping an elderly neighbour.

It’s a new approach for Wrexham, but we’re not alone. Other councils with similar ideas include Milton Keynes and Worcestershire.

As it works, we’re seeing communities getting involved in delivering and re-designing some of the services that are important to them – resulting in better, more relevant services.

This is pretty amazing.

We’re talking about a fundamental shift in the relationship between people and local government, and it doesn’t happen by itself.

Councils need to do their bit – bringing people together, helping them develop ideas and providing support.

Together in Wrexham website

We’re not starting from scratch, because a lot of people are already committed to helping their community.

Here’s an example.

A group of local people recently took over Gresford village library here in Wrexham.

They formed a limited company and now open the library four days-a-week at key times.

And here’s another example.

Rhos Community Café describes itself as “the small café with the big heart.”

Managed by Wrexham Community Church, the café is manned by a pool of volunteers and – as well as good food and drink – offers local information, events and activities.

Both are brilliant examples driven by people who want to put something into their communities.
So it’s a case of building on the goodwill that already exists, and – as a council – giving people who act as ‘connectors’ and energisers in their neighbourhoods the support they need to make the difference they want to make.

We are genuinely re-framing our relationship with our customers, and saying that – by acting ‘together in Wrexham’ – we can continue to build communities for the future.

“A long time ago, in a galaxy far, far away…”

OK. This is not Star Wars. It wasn’t that long ago, and it wasn’t very far away.

But when local authorities were first set up in the UK, you could argue they were set up to manage and deliver a set of individual services.

Planning. Social services. Fixing roads. Removing rubbish. Providing schools. And so on.

So the structure and mechanisms of local authorities grew around this service provision.

But the world has turned since then, and with it, the expectations of our customers.

So we’re moving away from this approach at Wrexham Council.

We’re changing the way we do things – our ‘operating model’ – and thus our thinking, structures and processes.

people and place

Instead of building our structures and processes around service provision, we’re building our new ways of working around the people and place we serve.

old vs new

In other words, we’re moving to a model that takes our customers and our county borough as its starting point. Not our services.

Of course, changing the operating model of a big organisation is easy on paper – difficult in practice. Particularly in the public sector.

So we’ve developed some ‘shape principles’ to guide us.

shape principles

  • Wherever possible, resolve customer enquiries at the first point of contact.
  • Allow services to focus on quality provision.
  • Minimise transactions (but not income).
  • Reduce performance and regulatory functions in proportion with the rest of the organisation.

Developing how we work around these principles is helping us shift the focus of our thinking to people and place, instead of services.

empowering customers

There’s a lot of talk about empowering customers these days – giving them tools and support so they can do more for themselves.

Some organisations have been doing it for years. And doing it really well.

Take the software provider Adobe.

The company has developed a powerful online community where customers with expertise are encouraged to share their knowledge with others – help them get the best from Adobe products, trouble-shoot problems and so on.

Essentially, they’ve created a platform that links customers together so they can do more for themselves.

If we’re changing the way we do things at Wrexham Council, we need to take our customers with us.

We need to give them the tools and linkages they need to contribute to services and facilities in their communities. So they can deliver, support, create, share and lead for themselves.

We’ve given this customer-empowerment initiative a name – Together in Wrexham – and I’ll be writing about this in more depth in the next few weeks.

evolution, not revolution

Reframing the relationship between a local authority and its citizens is not a sprint. It’s a marathon…with hills and bumps along the way.

The direction is clear. We’re moving away from focusing on a set of services to focusing on the people and place we serve.

But it won’t happen by itself, and embedding our shape principles in everything we do will be crucial if we’re going to succeed.

Providing leadership is tough at the best of times.

So leading people in difficult times is a real challenge.

Here are five things that – in my experience – can really help…

1. Stay focused on the ‘vision.’

When things are tough, stay focused on the place your organisation is trying to get to.

At Wrexham Council, we want to provide ‘strong community leadership.’ So in challenging times, communicating that goal to the people around me is important.

2. Tell the right stories.

Keep telling the stories that support the purpose of your organisation. As a council, our purpose is to help Wrexham and its people “fulfil their potential and prosper.”

So I keep stories alive that support this. Things like Together in Wrexham – a new approach to help communities help themselves by providing support for volunteering.

3. Be visible and listen.

Invest even more time in your employees and customers. Get out and about. Be visible and listen to what people are saying.

Don’t just listen to their words. Listen more deeply. Reflect on the messages they’re giving out and adapt where needed.

4. Think before reacting to threats and opportunities.

Don’t jump-in. Be guided by your values, and the values and behaviours of your organisation.

At Wrexham Council, respect, trust and integrity are important to us. Even when the pressure is on, we maintain those values. From handling a PR issue in the local media to making big decisions around budgets.

5. Do the right thing.

Maintain your personal internal compass, and be an ‘authentic’ leader. If you haven’t read True North by Bill George, I recommend it.

And look after yourself. You can’t provide leadership if you burn out.

Conclusion?

When people face uncertain times, leadership is crucial.

Get it right, and keep yourself and your organisation strong and resilient.

It can be ‘the difference.’

I’m not a PR expert. I’m not an advertising expert. But I’m a consumer.

And it seems to me – as a consumer – that something has changed in the past few years.

The hard “buy this product – it will change you life” message seems to have softened. Or at least, the way the message is delivered has softened.

where have all the straplines gone?

Nearly every business and organisation used to have a strapline that promised something great.

Councils and government were always talking about “making life better” or “creating happiness” and so on.

Global brands urged us to “think different”. To “just do it.”

But it feels like a lot organisations – including some of the biggest brands in the world – have quietly retired these once iconic marketing phrases. Or at least wound down their usage.

And instead of saying “our product will change your life”, they’re saying “look at what these other people thought of our product.”

Signposting, instead of hard-selling dialogue with customers.

I’m beginning to wonder why that might be?

consumer awareness

Maybe it just feels dated now?

Or maybe, in a socially-connected age when opinions, product-experiences and reviews are just a smart-phone away, consumer awareness (and scepticism?) has increased.

Perhaps we don’t trust organisations to appraise their own product or idea (perhaps we never did, but had no choice until now?). We want to know what other people think.

Maybe savvy organisations know that.

And in local government, maybe it’s even more important that we embrace these changes.

People trust public-sector organisations to provide reliable, factual, useful information.

But maybe they don’t trust subjective commentary about how good things are?

If a council says “this is a brilliant place to live, work, grow a business” and so on, a lot people are going to respond with “you would say that…it’s your job to say that and to help to make it a great place for these things.”

So for me, shouting loudest and longest doesn’t cut the mustard any more. For me, it’s not sensitive or thoughtful enough.

banging the drum for wrexham

In Wrexham, we’re communicating our message just like everyone else.

We want people to know that this is a great place to grow a business, to study, live, visit and so on. I know because I live here. And I’m a consumer.

But a lot of our work has shifted away from the bold rhetoric of a few years ago.

We try to sign-post audiences to what other people are saying.

Instead of tweeting ‘Wrexham is brilliant’ every five minutes, we sign-post to media stories, social content, blogs and other sources that communicate our message for us.

Content posted by product-users if you like – people who’ve experienced Wrexham and have an opinion.

We write case studies that focus on the success and experiences of different businesses here, and so on.

Businesses like Moneypenny, Brother or UCML.

This feels right.

Just shouting loud and long about how great you are doesn’t work any more.

on the flip-side…

There’s an irony here.

As advertisers and marketing people have softened their sales pitch, we – as individuals – have started to hard-sell ourselves in a way that never used to be possible.

People have always said things to try and look good in front of their friends and peers. That’s human nature.

But social media has amplified that.

So much so that the phrase ‘humble brag’ has entered the English language – used to describe bragging (usually online) that’s couched in false self-deprecation.

“So surprised to be invited to speak at the Conference of Something Massively Important. Little old me?!” That sort of thing.

So – as advertisers have grown more humility – we’ve lost some of ours.

Strange?

making sandcastles on Harlech beach.

This summer, I went to Harlech beach and built a sandcastle.

Well. It was more like a fortified complex – complete with a moat and internal road infrastructure. I don’t do things by halves.

Fresh air. Sand. Sunshine. Quality time with my family. And the chance to do something…well…totally fun.

I felt relaxed and really enjoyed the rest of my week off – coming back full of energy the following Monday.

I’ve thought a lot about the importance of life outside of work since then. How it can re-energise us and makes us even more effective when we’re at work.

What I’m saying is, get life outside of work right, and you can get a lot more out of your working life too.

But it isn’t easy. Life is busy, and balancing time is tough.

digital detox

Employers have been talking about ‘work-life balance’ since the 1970s (maybe longer), and it’s always been a challenge for most people.

Work is a big part of life and we don’t always want to switch off at the end of the day. Work can be fun. It can be interesting.

But – in an age of 24/7 digital connectivity – learning to switch-off and re-energise has become more difficult.

When you leave the office, you haven’t really left the office.

Because it’s in your hand or pocket. It’s on the dining room table when you get home. Or next to the TV when you sit down at night.

It’s in every internet-connected device you have access to. Desktop. Laptop. Tablet. Mobile phone.

Work is just a smart-phone alert away.

And a lot of the tools we use for work, we use for play too. Social media, for example.

So what to do?

Firms that specialise in helping people ‘unplug’ via non-digital vacations and events have sprung up in recent years.

Take Digital Detox.

The company says that it’s “dedicated to creating balance in the digital age.”

A closer look at the website reveals more.

“In an era of constant Silicon Valley acceleration, over-abundant screen-time, always being available, endless networking, information-overload, tech-driven anxiety…many have referred to us as the ultimate decelerator.

“We help you slow down.”

Personally, I don’t feel it’s impossible for me to unplug when I need to. But you can see where they’re coming from.

simple things

For me, work-life balance – and making time for myself and my family – is about doing the simple things.

It’s about more sandcastles. More days on the beach. More time with the family.

But here’s the important caveat. It’s about more of these things over a realistic time-scale.

Just like Nigel Marsh says in the TED talk below, you’re never going to pack everything you want into every single day.

If you try, you’ll just beat yourself up because you failed.

It’s about creating balance over a realistic period of time.

And I really believe that if you get it right – and build those sandcastles – you’ll be happier and more effective in your work.

The internet is full of facts.

Search for facts and stats on just about anything, and you’ll find more than you can throw a stick at.

The fact is (bad pun), a lot of the claims, statistics and data that crops up is pretty much impossible to prove or disprove.

351 babies will be born in India by the time you’ve finished watching the film above.

How does anyone actually know that? Or come to that figure?

Well, I guess in many instances, facts like this begin with a rational, evidence-based figure, which is then amplified or broken down to show its implications over a period of time.

It’s a leap.

The end result is sometimes referred to as a ‘factoid.’ In other words, ‘facts’ whose evidence or logic isn’t clear. Sometimes spurious.

Is that a bad thing? Well…it depends on the context.

A lot of the time, these ‘factoids’ are used to paint a true picture. A trend or direction of travel that is – in essence – hard to argue with.

Their purpose is to tell a bigger story. I think most people understand that.

wrexham fact(oids)s

Over the next three years, an average of £1m a day will be invested into Wrexham Industrial Estate.

How do we know that’s true?

Well, we don’t. Not for sure. It’s a leap based on credible information.

In other words, we know of anticipated investment into the industrial estate over the next three years that – if divided up – equates to £1 million a day.

In reality, it might be more, it might be less, and it’ll come in spurts.

But it helps us tell a true story. It shows there’s huge confidence in Wrexham as a business location – and it brings that story alive.

Here’s a few more fact(oid)s about the ‘capital’ of North Wales.

  • Around 30% of the UK residential population and 50% of manufacturing businesses are within a two-hour drive.
  • Around 8,000 people work on Wrexham Industrial Estate.
  • Between now and 2025, the population in Wrexham is expected to grow more than the rest of North Wales put together.
  • Around 10,000 additional homes will be built in the county borough by 2028.

The figures might not be pinpoint, but they paint a true picture.

It’s a pretty good picture.

a sense of belonging?

One final thought.

I’ve always been interested in what makes people feel like they ‘belong’ to a place.

What makes me feel like I belong in Wrexham?

Facts?

Well. Not really.

It’s not the facts and figures. It’s the bigger stories they help to paint.

Example?

Wrexham is a university town.

Glyndwr has around 8,800 students. More than 1,500 commercial and academic partners worldwide. And an average graduate starting salary 16% higher than the Welsh average.

But it’s not the stats and figures that stick in my mind. It’s the bigger picture they help to paint. The image of Wrexham as a place of learning, skills and creativity – a place I want to belong to.

When it comes to towns and cities, facts are disposable. They come and go.

But the stories they help build? They stick.

P1010612

My little vegetable plot at home – guarded by my Welsh Dragon!

Like every gardener, I know how good it feels to nurture something and watch it grow.

You plant it. You feed it with the right stuff. And then watch it bloom.

It’s amazing.

Now you know where I’m heading with this, don’t you?

People aren’t plants. But if you’re leading a big organisation, and you want to get the best out of committed and talented employees, you have to grow their confidence, skills and influence.

And to do that, you have to provide them with the right environment, support and intellectual food.

People are definitely not plants! All I’m saying is that nothing grows if you don’t provide it with the things it needs.

At Wrexham Council, I like to think we do our best to help employees grow.

You can’t give everyone everything they want. In the current climate, you can’t fund every course or piece of training. Or give everyone the opportunities they need. But you can do your best.

Here’ a little story.

Some time ago, I asked a colleague who worked on one of our reception desks how she’d like to develop her career.

“Well…I want your job.”

She said it with total conviction.

I was thrown for a moment, and then I thought “how great is that?” Because it showed that she felt positive about the environment here, and saw it as a place where she could develop.

She was a modern apprentice at the time, which made it seem even more powerful. And she went on to gain employment here, which was great.

In fact, 85% of our apprentices go on to gain employment at Wrexham Council, which is a nice example of how we try to grow our people.

The other 15% nearly always go on to study or work somewhere else.

We’ve been running the scheme for 10 years now, and take in around 10 to 15 new apprentices every September.

One of the people who made up that very first intake in 2004 is part of our Architectural Services team. Did the scheme help?

“Yes” he says. “It was a good initial stepping stone that helped open up opportunities further down the line.

“The scheme gives you the chance to build some experience and demonstrate your potential at an early stage in your career. It’s a good thing.”

Here’s another example of helping staff grow their skills.

Six years ago, a young guy called Aled Pugh-Jones joined us from the private sector.

His job? Helping to look after important physical assets like our school buildings, public buildings, commercial properties and so on.

It was clear to Aled’s managers from the very start that he was a committed employee with bags of potential.

So, over the past five years, we’ve supported him through his studies at Glyndwr University.

He’s just achieved a 2:1 degree in Construction Management.

Has it helped?

“Definitely”, he says.

“I came from a hands-on job previously, so getting back into the academic side of things was great.

“It gave me more confidence, increased my knowledge and gave me ideas and techniques that have really helped me in my role at Wrexham Council.

“Studying and understanding some of the deeper aspects of your profession can also really enhance your appetite for what you do, and help open doors in the future.”

Of course, sometimes it’s about helping people learn completely new skills – rather than developing existing skills.

We launched a scheme called GROW not long ago. It stands for Growth and Redeployment Opportunities for the Workforce.

Employees who find themselves at risk of being made redundant can apply for help developing new skills and qualifications.

It doesn’t mean someone can apply for funding to train as an astronaut.

The idea is to help people acquire the skills needed to take on a different but much-needed function at Wrexham Council.

return on investment?

Now it’s great to see employees grow like this, but what’s in it for the employer? What’s the return?

Well, the first thing we need to recognise is this:

  1. Our best employees probably have a disproportionately positive impact on our organisations. If not, then at the very least they have the potential to make a disproportionate impact.
  1. Our best employees will also have the easiest time finding employment elsewhere. They’re more likely to move on.

Giving employees the chance to grow their skills and influence helps you a) tap into their ability to have an abnormally positive impact and b) gives you a better chance of retaining them.

The second point is important.

Providing them with opportunities for professional development – even if it doesn’t add up to promotion or a pay-rise – can help you keep them for longer.

Money is important. But money isn’t the only motivator (read my earlier article ‘M for Motivation’ for more thoughts on this).

Conclusion?

Growing and nurturing the confidence, skills and influence of staff – particularly your most talented people – can help you get more out of them, and retain them for longer.

It’s a rationale business strategy.

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