Below are ten important recommendations managers can readily adopt to help all employees unlock their full potential, thereby improving retention and boosting team performance. These strategies are particularly useful for retaining employees who may not feel as strong a sense of belonging in the organization.
- Sponsor employees and make their accomplishments visible
Sponsorship means advocating for employees and showcasing their work in the right places and with the right people. Research shows that employees with sponsors are more likely to remain with a company than those without a sponsor. For example, women with sponsors are four times more likely to remain than those without a sponsor.
- Encourage employees to take on specific roles and challenges
This is especially important for underrepresented employees. More than 350 studies show that being in the minority in a particular environment can significantly reduce confidence and risk-taking. This has significant consequences for retention and advancement in the workplace. But simple encouragement can be a big help. Never underestimate the power of simply saying, “You should take on this role or apply for this position.”
- Ensure that your team recognizes a diverse range of communication styles
Talk with your team about the importance of listening to various communication styles–not just to team members who speak most often or who feel comfortable talking about their own accomplishments. Some employees have been raised to believe that it is immodest to “sing their own praises.” Actively seek out the perspectives of quieter team members.
- Provide all employees with opportunities to demonstrate their technical abilities
Ensure that all employees have access to visible and rewarding technical tasks. When under pressure, we tend to rely on those who have performed well on previous, similar tasks. But repeatedly looking to the same employees limits opportunities for other qualified people to grow and show their talents. Build in ongoing development opportunities for employees with less experience, so that they are ready to go on a tight deadline.
- Ensure that employees know “it’s not just about technical ability”
Sometimes employees believe that doing a great job is all that is needed to get ahead; however, employees also must be well-rounded in business acumen, company politics, and knowledge of the industry landscape. Communicate this early on and help employees develop a plan that will enable them to do this.
- Provide early, ongoing, and specific feedback
Do not rely on vague assessments such as “you need to be more of a team player.” Make sure all feedback is specific, compares actual performance to expectations, and includes concrete examples of things that have been done well or need to be improved.
- Treat employees as individuals, not as representatives of a group
Avoid calling attention to employees on the basis of their gender, race/ethnicity, or disabilities. While it is important to remember that members of underrepresented groups can share some similar experiences, do not treat employees as “token representatives” who can speak for an entire group.
- Examine task assignments for patterns that may subtly disadvantage some employees
Pay attention to which employees get which roles. For example, women are often assigned or feel compelled to take on “stereotypical” tasks (e.g., note taking, “office housework”) or less visible assignments. Additionally, sometimes desirable tasks go to the employees who speak the loudest or are most visible. By intentionally distributing tasks rather than relying on employees to self-select, managers can ensure that burdens and opportunities are more fairly distributed.
- Ensure that performance evaluation instruments or processes are results-based and avoid unintended biases
Use concrete examples to support all evaluative statements. Make sure that promotion and resource allocation policies do not unfairly penalize employees for utilizing flextime, taking family/medical leave, or working from home.
- Track recruitment, retention, and advancement
Keep tabs on the demographics of candidates who are interviewed and who accept positions, as well as employees who stay, leave, are promoted, and receive pay raises. Patterns can alert you to areas where subtle, unintended biases may be causing you to miss out on highly qualified talent.
