Leadership in parks and recreation is more than simple management and operations; it is also human resource management. And an important aspect of HR is employee retention.

Career Paths with Wheels

Because our field is filled with high achievers, employee emigration is not unusual. Most park and recreation professionals are looking for the fastest, most effective way to reach their career goals while increasing their knowledge, sharpening their leadership skills and improving their all-around "employability." One way to reach those career goals is to find new challenges at other agencies.

The urge to move on is also, perhaps, a generational trend. Managers have had a while to get used to the Generation X work force (born 1965-1979). That group is 40 percent smaller and much more demanding than the baby boomers (1946 - 1964). But Generation Y (born 1980-1999) seems to be on the go even more. Even if they really like a position - including pay, benefits, co-workers and opportunities for career growth — many Ys feel there is something wrong if they stick with one organization for more than a couple of years. Much like professional sports, "free agency" is in fashion.

And there are plenty of career opportunities out there. To fill needed positions, agencies throughout the state are looking for qualified park and recreation professionals, as well as people with backgrounds in marketing, business and other fields.

The High Cost of Waving Goodbye

The loss of a good employee can be devastating.

Oftentimes, one agency's gain is another's loss. And the loss of a good employee can be devastating, especially to a smaller operation because of the dependency upon a few employees virtually doing all jobs in the agency.

But keeping good employees is a concern for large agencies as well. In all organizations, it takes more time and money to recruit a new employee than it does to retain current employees. The costs for job advertising, interviewing and orientation and the time for the "learning curve" for a new employee is substantial versus the costs to retain a well performing employee. Estimates place the turnover cost to an agency at 150 percent of an employee's annual salary. With managerial or executive level employees, the cost can range as high as 200 to 225 percent of the annual salary.

Keeping Key People

There is no prescribed set of actions that will absolutely, without a doubt ensure your agency retains key employees. But creating an environment that enables employees to challenge themselves will help. The working environment of an agency, especially a small agency, can be a deciding factor in an employee's decision to remain loyal or to move on to another position. Being honest during annual reviews and throughout the year regarding performance will assist in establishing loyalty and employee retention. Establishing fair and honest communication among employees and supervisors never fails. If you listen well and communicate effectively, employees will respond through good performance and loyalty to an organization.

I believe the key to employee retention lies in three areas with no regard to size or type of organization.

#1: Be a Good Leader

• Establish clear organizational objectives and give your employees defined roles in assisting the organization achieve its objectives. Communicate goals, responsibilities and expectations.

Managing from the heart is by far the toughest habit for managers to acquire. But for many employees, heartfelt management is the aspect they most appreciate in a good supervisor.

8 - Illinois Parks and Recreation

• Make employee retention an integrated process. Have a game plan at the point of hire. Assist employees in establishing their own goals and objectives and assist them in achieving those goals.

• Ask employees what you can do to keep them at the agency. Providing coaching and mentoring - especially from someone other than their supervisor - will assist them.

• Praise employees. Recognizing outstanding performance appropriately and consistently develops loyalty. Publicly recognizing the work of an employee can sometimes be more important than salary.

• Hold annual reviews. Fairness has been shown to be a key determination of job satisfaction and, ultimately, of loyalty to an organization.

• Pay a fair salary. People who feel well compensated for their work are less likely to leave than those who feel inadequately paid. Before hiring an employee, be clear about compensation and benefits and how an employee can obtain fair salary increases in the future.

#2: Create a Happy, Productive Work Environment

• Provide a quality orientation that lasts more than a day or even a week. Have a new employee's computer, business card and office ready before his or her first day of work. Maintain communication with the employee during the first month of employment.

• Encourage employee input. Open-door policies and all-staff meetings are effective ways to get new ideas and to update and communicate with staff. Communication is key to a happy employee and an employee that feels part of the team. Let employees feel they can speak freely to supervisors or to upper management.

• Help employees balance their work and personal lives. Family is an important factor for employees and understanding of family issues is essential. Some employees with children will need time for their family activities and children's school. Try flex time or some other way to accommodate this need. The assistance with balancing work and personal life will create a true sense of loyalty in an employee.

• Invest in employees not just with money, but with continuing education opportunities. Create a learning organization by providing opportunities to improve skills. Encourage and provide regular in-house training. Have employees attend meetings and seminars that show them how to enhance their own positions and allow them to advance in the future.

• Create a consistent and defined workplace, but also have fun. Remember birthdays, employment anniversaries and professional accomplishments. It doesn't have to cost a lot of money to recognize an employee.

#3: Manage from the Heart

• Have employees involved in planning and decisions, especially ones that affect them or their position.

• Show that you are interested in each employee as a person. Listen actively to employee concerns, both personal and work-related.

• Foster an atmosphere of mutual respect and open dialogue. Make employees feel they are needed, wanted and valued members of the staff.

• Ask employees why they enjoy working at the organization. Use that insight to find new ways to encourage them to stay.

• Acknowledge that life outside work exists. Encourage vacation and personal time. Employees who don't use the benefit of time off will eventually burn out. This encouragement will show your concern for their well-being.

• Say "thank you." Employees appreciate your attention and recognition. These two words mean a lot to employees and show that you view their contributions as meaningful.

• Be sincere.

Managing from the heart is by far the toughest habit for managers to acquire. But for many employees, heartfelt management the aspect they most appreciate in a good supervisor. Managers should sincerely care about employees and show by example their passion for the field and workplace. Creating an organizational culture that values their work is an intangible benefit that employees thrive on.

Let Go and Let Grow

Real leadership also knows when to let go and allow individuals to grow, which may involve them leaving your agency. Encourage people to expand themselves and grow when an opportunity presents itself. Allow them to cross-train within your own agency. This practice not only allows employees to broaden their skills, it benefits your agency when a staff person leaves.

Always follow the golden rule, "Treat people the way you would like to be treated."

September/October 2004 - 9