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6 Secret Ways Companies Are Preventing You From Quitting

Posted by Glassdoor Team

Career Advice Experts

17 July 2017

We’re going to let you in on a little secret — companies are working very, very hard to keep employees happy. That’s right. In addition to recruiting top talent, HR and even the CEO are meeting and brainstorming and strategizing on ways to keep you employed at the company. After all, they’ve invested a lot in you and you’re pretty awesome. And they’d hate for you to leave.

Plus, filling positions in a candidate-driven market is more expensive and takes longer for companies. According to research, it takes an average of 52 days to fill an open position, up from 48 days in 2011. Therefore, you’re a hot commodity and keeping you engaged is a a top priority.

Here are 6 major ways that companies are working to retain you and prevent you from quitting.

Motivation & Recognition

“We have appreciation recognition programs that thank our people for their hard work and their extra effort that they put in. Working at the Cheesecake Factory is not the easiest job. We are the busiest restaurant concepts around. You have to want to work hard here but we also want to make sure they know how appreciated they are so we go above and beyond in our appreciation or recognition programs.” —Dina Barnasse, CHRO of The Cheesecake Factory

“We want our leaders to find ways of motivating and inspiring their teams, reduce the noise in their work and help remove blockers. If you are a manager or leading at any level at SpaceX, we stress that your team is not there to serve you. You are there to serve your team and help them do the best possible job for the company. This applies to me most of all. Leaders are also expected to work harder than those who report to them and always make sure that their needs are taken care of before yours, thus leading by example.” —Elon Musk, CEO of Spacex & Tesla

Seeking Critical Feedback

“One of the HR programs that we have is something called Insights, where we give every employee a personality test and it explains what type of energy they lead with. Are they analytical? Are they happy-go-lucky? Are they incredibly competitive? Etc. The reason that we do that is we encourage everybody, especially managers, to change their communication style to adapt to how the person they’re communicating with wants to be communicated [with]… I look for people who are humble enough that they can change their communication style to adapt to whom they are communicating with.” —Spencer Rascoff, CEO of Zillow Group

“We measure the staff’s engagement and we help to identify the areas where we’re weak or where we need to do better. Those are some of the things that I couldn’t do without HR . . .[HR] is always looking for how to do more for the staff, how to thank them and what we can do as executives to make The Cheesecake Factory even better.” —David Overton, CEO of The Cheesecake Factory

Connecting 1-on-1

“Everyone at our company knows I have an open door policy and that my approach is firm but fair. People know where they stand with me – there are no surprises. I think that helps foster trust with my team.” —Pam Nicholson, CEO of Enterprise Holdings

“Yesterday I was in Las Vegas speaking to about 500 of our store directors, specialists, and district managers sharing with them where we’re going, what I’m excited about, what my Top 10 favorite products are. It’s one of my favorites because I walk through the audience, talk about product and sort of have my own Oprah moment where I’m throwing out product to them. Then I spent the next few hours just walking the halls, taking selfies with them. I’m talking to them. I’m getting feedback. I think they respond to that sort of authentic leadership of I do care. I do want to listen. I do want to hear from them. I take action when they tell me something is not right. There is an opportunity or they share an idea. I truly appreciate the conversations and I think that comes across in an authentic way.” –Calvin McDonald, CEO of Sephora

Celebrating Diverse Employees

“We share stories of the extraordinary people we have here and their actions that we hope will instill pride for other people. I know externally people may or may not be aware of the impact that this restaurant and the people on our restaurant can have on people every single day. It’s more that we can make sure that our staff knows about what they did to make a difference for our guests or for one another. Then of course that adds real meaning to their work and to the pride that we all feel. We have something that we call wow story for example where it’s just like what it says they wowed us with what they did and those we share at big meetings. We can’t find enough reasons to celebrate and have fun and make sure that we use every opportunity we can to build camaraderie and to build teamwork.” —Dina Barnasse, CHRO of The Cheesecake Factory

“Bloomberg likes to hire people who are smart, hard-working and collaborative — and who have an interesting background. We like those who have faced adversity, but persevered anyway.” —Ken Cooper, Global Head of Human Resources, Bloomberg LP

“One of the most rewarding moments for me was when, nearly a year ago, we announced Deloitte’s Paid Family Leave Program, which allows our employees up to 16 weeks of fully paid family leave to support a range of life events impacting them and their families. We had been studying family leave over the course of last year, and we wanted it to focus on the life cycle of our people, from the moment they join our organization to the day they retire. So, I said we need to have something that is more inclusive than just parental leave. We did analysis after analysis and came up with this inclusive model—a program for women and men for taking care of family members. It’s really about how we come together as a Deloitte family to support each other through both the good and hard times.” —Cathy Engelbert, CEO of Deloitte

Encouraging Ownership

“We’re a meritocracy – we give leadership opportunities to employees whose measured performance reveals both ability and talent. We use that approach to create a fundamentally consistent culture across our nearly 10,000 locations around the world. No matter where in the world our employees work, they all know and embrace the fact that performance garners results.” —Pam Nicholson, CEO of Enterprise Holdings

“Bloomberg is a place where there are no titles and no offices, and everyone has the same sized desk. We’ve invested a lot in our offices to make them empowering spaces in which our employees can enjoy coming to work. Of course, we need some structure, but our workplace is open so ideas can flow freely. Mike [Bloomberg] has also shaped our culture into one that values innovation. We operate in an ever-changing market, so we must constantly grow and evolve to stay ahead. And to do so, we all work very hard.” —Ken Cooper, Global Head of Human Resources, Bloomberg LP

“I try to make sure that everyone that comes to work here has what they need to complete their job successfully every day. We have 16,000 employees and they all come to work believing that they run Memorial Sloan Kettering Cancer Centre. Every day they can go home knowing that they delivered on the promise that they started the day with — to help patients and their families, to engage in bringing a new therapy…. to teach interns and residents and nursing students what it is to care optimally for cancer patients. What is really great is the ownership that everyone has for the individual part of our mission that they oversee. My job is to help solve the problems when people don’t have what they need to provide optimal care. It’s really making sure that we distribute the resources so that everybody can do [optimally] at their job.” —Dr. Craig Thompson, President/CEO of Memorial Sloan Kettering

“Culture is incredibly important to us — I believe it’s our most valuable asset. When most people describe company culture, they tend to focus on a company’s perks, such as free food, or their performance, such as revenue growth or stock prices allocation. I prefer to focus on how decisions get made as the best exemplification of a company’s culture. Decisions at Zillow Group are decentralised, meritocratic, census-oriented and data-driven. We have a shared mission that is well understood by our employees, and we have core values that people abide by. And as long as their behavior is driving toward that mission and consistent with our core values, they feel empowered to make decisions with minimal executive oversight. It’s a pretty decentralized decision-making culture by design.” —Spencer Rascoff, CEO of Zillow Group

Rallying Around a Common Mission

“We obviously all have roles and defined roles in the hotel and in the corporate environment. [If] people wake up every day thinking, “I’m just coming in to do that role” as opposed to “I’m part of this bigger purpose,” I just don’t think they end up as motivated and as inspired which means that they’re not serving our customers as well. They’re not ultimately allowing us to create the kind of opportunities that we otherwise could create.” —Christopher Nassetta, CEO of Hilton Worldwide Holdings, Inc.

“We have to have an expertise [in] research and we have to understand 16,000 people come work here to fulfill [our mission], and it has to have the organizational abilities to support all the structures of a large company. We’ve got to have HR. We have got to have retirement benefits. We have got to understand that people come to work. They will work very hard on our mission, but ultimately they hope to earn a salary and to get personal satisfaction in a way that they can be proud of what they have done and still put a roof over their family’s heads and be able to put food on the table.” —Dr. Craig Thompson, President/CEO of Memorial Sloan Kettering

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