💖 improving morale & retention

What are some positive, low-key, relatively inexpensive ways to show staff some appreciation for dealing with difficult situations?

Context: I’m looking for a way to show our staff some appreciation when they have to deal with difficult situations (not uncommon in our medical administrative work lol). We already offer some great incentives that are performance-based, but the idea that came up recently was that we (management) could have a treasure chest of random things that people could grab as a lil morale boost when they have a difficult phone call, client, etc. I love that idea, but I’m worried that could come across a little petty, childish, or even passive-aggressive. “Oh, you had a bad phone call? I’m sorry, want a treat?” 

Our staff (~30 total) recently commented during a meeting that they would like a low-key kind of way for management to communicate “Hey, I know this is your job, but I see you doing a good job at it and want to acknowledge/reward that a little.”

Brian Aranda, Senior Director, Team Operations @ Universal Music Group:

We like to give people “shoutouts” when they demonstrate behaviors that are in line with the core values. We like these because they are inexpensive and help reinforce behaviors we want people to embody (maybe something like outstanding service can work in your environment). A lighter-weight way to do this could have some kind of recognition bulletin board where people can give each other shoutouts when they need a boost (managers could also participate in this). Not sure if this is what you’re looking for, but wishing you luck either way!

Melissa Stough, HR Coordinator @ Project Genesis:

Depending on your definition of “relatively inexpensive,” one thing we do is send edible arrangements to our staff when they have surgery, lose a loved one, welcome a new family member, etc. My boss has even gotten one for me just to show appreciation for hard work (and I accidentally made her cry when I mentioned how appreciative I was and the fact that it was the first time I had received an edible arrangement, so just sincere words like that also go a long way).

Stephanie Slysz, HR Manager @ RepresentUs:

We have a #praise-and-snaps slack channel that’s free! We’ve sent Crumbl cookies or Uber Eats gift cards to cover lunch when a team is working hard on a project. And we send Spoonful of Comfort ~$100pp when someone loses a loved one, has a baby, family member in the hospital, etc.

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What is the best protocol and data for/against counter-offers when employees are looking to take on a new job? What if that job is within the same organization but with a different department?

Context: This is happening to an employee of mine – she applied to a very similar job in another department with one level higher of title and pay range; I am tempted to counter-offer the same title and salary to remain with my team but I don’t know if this is a best HR-practice or not?

Alex Clermont, Director of People & Culture @ Steppingstone:

Here’s my issue with counter-offers: They were looking to leave for a reason. Those reasons don’t go away just because there’s an incentive to stay. Even if that reason was pay and title, it’s going to forever change your dynamic if the only reason she got what she feels she deserved was because she threatened to leave. That may not be the right framing for this particular situation, but it’s a common one.

Because of that I don’t really think what you need is a best practice here, you need to be looking at your specific situation with scrutiny. Why did she apply to this job? Is it the pay and title? Is she looking to expand her skillset or do different work? Did she just throw her hat in the ring because an opportunity came up and she thought “eh why not”? Does she want to work with different people? Does the new position have more opportunities for growth?

These are all important things to consider because this isn’t the kind of thing that can be resolved with one promotion. If in three years she’d be making even more money with a better title in the new position, you’d have to project keeping up with her potential for growth. If this is a chance for her to expand her skillset, how can you do that in her current position? How can you match the non-monetary benefits she’d get from this shift?

You should have a frank conversation with her and ask “if I could match this title and salary would you be interested in staying in this department?” and listen to what she says. I think that’s the only way to inform your next steps. There’s a bigger picture to consider.

David Blanchard, Vice President, Employee Benefits @ Lockton:

I was about to type my own response, but I frankly think Alex Clermont ‘s note here is pretty much my sentiment exactly. Until you know the reasons for considering an exit, and for considering telling you about the offer rather than just moving on, then it’s hard to determine the best path to retain your teammate.

I love the phrasing Alex uses at the end, and would ask it similarly – if title and salary are removed as variables, what is left in their criteria for an ideal job? You’re not actually promising that you can match the title or salary, but you’ll learn a lot from that “what-if” conversation. If this is a truly valuable member of your team, then they would likely be desirable to other teams, so it’s up to the individual to help determine where we go from here. No sense editing a formal policy until you know what is driving the desire for this move.

Danielle Maddox, Director of HR @ Amos House:

The most important thing you need to know is the real reason for her decision to apply for the other position. Knowing this will help you to understand if her current role is a good fit for her, or even if she is a good fit for your team at this point. That “why” will be crucial for you to understand what will be the best step forward for both her and your team.

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