It costs on average 33% of an employee’s salary to replace them. Take this up to 50% if it’s a specialised or highly skilled role. This is why retention strategies matter. One of the key components of any retention strategy should be a development one – but how do we ensure our development strategy is working for our retention strategy?

It might feel like retention is all anyone is talking about at the moment. According to the Australian Bureau of Statistics, we’ve just experienced the highest job mobility rate in 10 years. Why does this matter? It costs on average 33% of an employee’s salary to replace them; and one in three hires will leave within two years. This article explores how you can use your leaders to drive development and build a coaching culture as a strategy for retention.

Necessity is the mother of invention. The 2020 pandemic forced GRIST to swerve onto a new path that produced an exciting online capability development system.

Scientific research backs up the use of humour in Learning and Development to aid retention and engagement. Learn the Do’s and Don’ts and see how GRIST is using humour and micro-behaviours to deliver essential knowledge in an economical way.

Now before you answer this question let me provide some context. Crises have a way of accelerating trends already in motion and the COVID-19 pandemic has proven no exception. The long-term trend that sees people embark on multiple careers and many more jobs in a lifetime is only increasing as COVID reshapes the skills required for the workplace of the future.

You may have read the article I wrote a couple of weeks back that focused on the micro-behaviours that set the best customer-focused agents apart from the rest. A number of people commented on how insightful it was to get down to such a specific behavioural level. Still, their next question was often how do you actually embed these behaviours to deliver long term results?

Have you ever wondered exactly what separates the best sales and service agents from their peers when they’re talking to customers? If you’re like every other sales and service professional I’ve met, you probably have heard terms like building rapport, engaging, understanding and closing in mind.

But let’s go back to the question I posed above, exactly what are the best customer-facing people doing?

Over the past few months, I have had many conversations with senior leaders in some of the largest sales and service businesses in Australia. What has amazed me is the speed with which businesses have been able to transform into a work from home model and keep servicing their customers.