Through years of consulting, we've come to know the signs of an agency with good vibes. There are numerous long-term employees, and there is a culture where the people seem happy and comfortable. On the other hand, we’ve also witnessed agencies where the vibes are so bad we can see good people disappearing before our very eyes. As agency owners and managers, we truly believe your most important asset is your ongoing relationship with a group of loyal, long-term employees.
Here are some random ideas for employee retention.
Foster a sense of family and community, so people feel that they are working for a cause as well as a company. One agency owner in Texas enables his people to spend time together working on Habitat for Humanity projects. Working together, building houses bonds the agency staff in ways that are difficult to measure.
Pinpoint your competitive advantage as an agency. Then integrate it into your recruiting strategy. For example, in California, an all-women agency works only on women’s marketing issues. This defines their purpose, and they are able to recruit better than most agencies that don't have a mission in life.
Identify the best people in the agency and then invest heavily in training and mentoring them. We’ve been saying this for years: Training is the key to all employee success.
Get it right from the start. Invest in the hiring process, and hire selectively. Agency people are generally terrible at hiring. They get bamboozled by people who do everything from providing false references to stealing other people’s creative work. To hire correctly, you must give detailed interviews, do personality testing, check references and have your job descriptions and salary structures in order. It is the hardest job an agency owner has to do.
Provide all employees (even new people) with some decision-making authority. In a service business, this gives your agency an edge. We know an agency in the Midwest that is run sort of like an agency commune, a true democracy. Each employee has the right to make important decisions for the agency and for the client. It may seem dangerous, but not to these folks who are accustomed to depending on each other for good, solid decision-making. To them, the more responsibility you give a person, young or old, the better that person can be expected to respond.
Keep internal communications running smoothly. Things always go better when the agency has its act in order—from input to billing. Review your internal communications and clean up the system until it functions like a well-oiled machine.
Make new employees feel welcome. Do everything you can from Day One to make new employees feel welcome. Just saying, “Hi. We’re friendly here and we’re not trying to screw you. And we really mean it,” may not be enough. You have to live it, with conviction. Actions speak louder than words, always.
Create a culture of exclusivity and excellence. Everyone likes to be able to brag about where they work and how great/challenging/stimulating their job is. Employees will see taking a job with a competitor as a step down. When you work for the best, it is tough to work for the rest.
These points come directly from successful agencies. Use them as you see fit.
