"Retention" Welcome... What is next... The first few steps

I am going to hopefully write a few posts about retention. This one will start with step 1 to about that point you set them "free" to be on their own.  

This is intended primarily for teaching and staff that work directly with students, but could be applied to anyone that works in a school system setting. 

There is always a lot of talk around retention of teaching and educational staff.  There are many nuances to this conversation. We are in a time of a very serious teacher shortage problem.  There are the ideas around the school building and how welcoming, friendly, and supportive they are. There are ideas on how to better the individual through observation and feedback to feed their professional hunger. There are the ideas around giving them autonomy, freedom, sense of purpose.  There are ideas on how to support with physical things, to show an idea of support.  There are the ideas that if you pay them more, they will stay longer.  There are many more, please feel free to pause here and come up with three or four.

I believe that all of these are important, to each their own in which is most important.  

I also believe that each organization is slightly different and the process in which they ensure a positive experience for their staff should cater to already established norms and procedures.  I am just writing to suggest some things that every organization should think about in creating this culture.  

I am going to try and stay away from catch phrases like "Culture of Retention" or "The True HR Experience" in writing this short essay.  I think labeling too many things is not creating common language. These are different concepts that maybe I will explain my thoughts in a later post. 

Here are some things that I believe should be considered in each organizations attempt at retaining staff.  Keep in mind there are some things you can not control; 

• Distance from home to work
• Personal drive to advance in career for advancement or change in profession 
• Change in family dynamics or situation with loved ones
• Retirement

I am going to list and very briefly summarize what I would consider if I were to start a perfect school district situation without limitation, understanding full well this is an exercise in brainstorming and nothing more.

Here is my checklist:

1. Consider what your forward facing application process looks and feels like. You will obviously need the necessary certifications, references, and other safeguards.  Putting those all aside, do we ask potential staff what their hopes and dreams are in acquiring this position.  "How do you hope to grow as a part of this organization?"  I am not suggesting adding more work without taking something away. What is then a part of the application process that is maybe not needed?  For example: Maybe we switch from Letter of Interest, to What are your hopes and dreams?  It puts the emphasis back on the interest of the employee and less on how do you think you can fit in.  Make sure to review these answers as they should then be used in the interview process.
2. Collect, evaluate, invite for conversation.  If and when possible conduct interviews with authentic teams that will be working with individuals being hired.  If and when possible conduct these in the physical space, if there is one, of that person's potential hiring.  Start with a conversation about their hopes and dreams before asking the more specific questions.  If you can do this while walking around a building as an interview team, you will not only make potential employees more comfortable, but you can conduct a tour as well. You should have the mindset that you are selling the organization as much as they are selling themselves to you.
3. Always ask the question in an interview. "How has your identity as you define it affected previous work and life experiences?"  Be very mindful of this response as it will give you insight into Maslove's highest hierarchy of need - Self Awareness and Actualization. 
4. Be clear on next steps and time frame.  No one wants to start a new job wondering what/when is going to happen next?
5. When a decision is made and candidate is selected reach out personally to answer any questions.  Make sure to walk them through and be clear about any requirements to ensure a smooth transition. Those that are in charge of this step should have a basic understanding of HR procedures, payment schedules, technology needs, and placement specific information. For example; (This position will require travel 2 days a week or you will work in building A, but your supervisor is actually in building B)
6. Make sure to have a direct line from HR to all those other departments that will need to be involved early. For example technology for accounts, devices, etc. Facilities for access, codes, etc. Buildings for introductions, materials, etc.
7. Once all the paperwork is done and T's are crossed, set up a schedule for introduction.  This can be from a few hours to a few days depending on need and resources.
8. I would then consider the next phase, part 2.
9. In part 2 make sure to take the few seconds to introduce the new staff member to all the staff.  This should be the same from the most coveted person to the staff member that may hardly be seen by the mass of school employees.  Make this a part of the culture.  Find that spot in the building where you are able to stand together and meet for "5 minutes" to welcome a new person. Encourage handshakes, high fives, or however you want to personalize.
10. Show new people their "space" and where to get "things"
11. Introduce them more personally to those individuals they may need to go to with questions or requests.
12. Give them a moment to breath. Ask them to write down 3 questions they have at this point.  Put an emphasis on making this somewhat of a requirement. I have found when you promote a culture of questioning, you are able to cover blind spots you may have as a leader as people feel empowered. 
13. When possible schedule a day or 2 to have them "shadow" another person that does similar work, even if it is not in the same physical space. 
14. Have a system where a team or particular individuals are responsible for checking in on them and they are the trusted friends with all the "stupid questions".  I would name it.
15. Deliver to the new person a checklist of things you would like them to accomplish.  These would be reminders, not requirements.  For example;
• Introduce yourself to at least 3 different staff members each day your first 5 days.
• Learn the names of all the people you work directly with, especially any students.
• Unpack and make your space personal if you choose.
• Take a moment to walk around the entire physical space at least 3 times in the first 5 days.
• Take a selfie outside the building and post it to social media.
• etc. etc. etc.
16. At this point, hopefully the new employee understands their role and their job responsibilities.  These things should come up with all the conversation if they are not already assumed.

If this is a teaching staff in particular, make sure you understand their ideas around classroom management and what is their plan the first few days.  Be very specific if your building has a system or set of rules that are non-negotiable.  This is something I can not list as it would be dependent on established culture.

I think if you follow these 16 steps you will ensure that all new stakeholders will get up to "day 1 live" with as little anxiety as possible.  The better first impression you can portray, the more like they will show up for "day 1 live" with confidence and a willingness to stay and be retained.