Here are number of relevant articles, which I hope you find interesting.

I need new staff to stay longer

I need new staff to stay longer

I need new staff to stay longer and be useful more quickly.

New staff who leave before, or just after they’ve become proficient is expensive and very “frustrating”. They’re either leaving because it’s the wrong job for them (bad recruitment), they’re the wrong people for you (bad recruitment), or because they’ve not been looked after and trained well enough (onboarding).

If you’re looking to keep them longer, make your onboarding process more systematic, more suitable for introverts, and more obvious to all staff (so they all see development opportunities).

Creating a programme (checklist of subjects, dates and people) allows you to systemise your induction programme, so you don’t do all the work and your new starters get a consistent, high quality, start to their career with you. That will make them more likely to stay for longer and more productive more quickly.

Help introverts (and everybody else) find their feet in the company more quickly.

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An introvert friendly culture

An introvert friendly culture

Company culture is a leadership decision, like every other strategy in the firm. It determines staff turnover, productivity, and creativity in the company. A toxic culture destroys staff trust in you and the firm. Many firms have a culture which is unfriendly to a third of their staff, the introverted third. Yet there are a few simple things which can make a more introvert friendly culture.

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The futility of happiness scores

The futility of happiness scores

In a recent article in the Daily Telegraph staff in Downing Street have accused Boris Johnson’s new top team of “patronising them” by installing so-called ‘happy machines’ around No 10 to monitor how aides are feeling. Are such measures futile or worthwhile when it...

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