Generational differences in the workforce

Within the current workplace there is the potential to have five generations of workers each with differing values and expectations. Learn the differences in the generations and how to work better with each group.


Today’s workforce may be comprised of five generations of workers, each with distinctive characteristics, values, and expectations. To be able to better manage this, it is important to understand the differences. Keep in mind, however, that the generalized factors being presented may differ based on individuality. To start, recognize how social, political, and environmental factors have shaped the generations. Consider events that shaped their thoughts and ideals, motivational triggers, worldview perspective, and communication styles.  

Following are the generational categories with the Traditionalists and Generation Z groups comprising the smallest segments while millennials make up the largest segment.

Generation Time Span


- Greatest Generation

- Silent Generation



1925 - 1945

 Baby Boomers 1946 - 1964
 Generation X 1965 - 1980
 Millennials  1981 - 2000
 Generation Z  2001 - 2020

Recognizing the differences is crucial in being able to effectively manage today’s workplace environment. With this type of diversity, managers can no longer assume a one size fits all environment exists. New and unique managerial skills need to be identified and adopted to foster improved employee retention. The first step in identifying and building this new skill set is to understand generational differences.

Due to two very diverse events, there is a sub-division amongst this category that shaped them in very differing ways. The Greatest Generation witnessed World War I and the Roaring Twenties era, while the Silent Generation experienced World War II from a spectator perspective thus causing them to have a more introspective nature. Today there remains approximately 3% of the workforce that are from the Silent Generation. It is valuable to understand their ethics and expectations as these individuals played an important role in determining some aspects of the current workplace culture. They set standards for loyalty, hard work and chain of command establishing a management/employee culture. These were rooted in both their military experience and economic hardships of the Great Depression. As employees their motivational triggers are respectful and fair treatment, individual recognition for work well done and overall desire to provide long term value to the company.  While today’s work environment is built around technology, communication with this group is best administered through personal touch or written notes.    

Baby Boomers
This generation grew up during the post-World War II era and experienced the Cold War, Korean War, Vietnam War, social movements for peace and civil rights equality, and the political turmoil of Watergate. Their strength is not only in numbers but also in their leadership ability, optimism and strong work ethic. This is evidenced by their role as successful leaders in some of today’s major corporations. They are motivated by company loyalty, strong commitment to duty and espouse a teamwork environment. Goals and timeliness are important in completing work. Communication style tends toward more flexibility as they utilize whatever is most efficient and effective. Overall, Boomers are individuals who seek to redefine and improve both themselves and the organization. They bring professionalism and poise but are fiercely competitive and excellent communicators both face-to-face and through other media.   

Generation X
Despite their small numbers, Generation X is predicted to overtake the Boomers in the work force by 2028. This group grew up in an environment of great social, political and technological change in America. Their formative years saw a greater movement for women in the workplace and the rate of broken homes increased significantly. Politically there were numerous scandals brought to light by the birth of the 24-hour cable news. Technology began to evolve through the boom, thus fostering their use of various forms of media. As a result, this group exhibits flexibility, independence and skepticism. Their focus is not on company interests but rather their personal-professional interests making them quick to change jobs when employers don’t meet their needs. This mentality is fostered by their need for continual personal development opportunities. While many have graduated into management and leadership positions, their opportunity will increase with the declining Boomer workforce numbers. They seek work/life balance and are more independent, thus changes in the work environment that impact their personal life are not easily accepted. Overall, their influence initiated the need for a shift in culture within the work environment.

Millennials are the largest portion of today’s workforce and have two separate subdivisions based on major events. Early Millennials experienced the beginning of a revolutionary technology boom while the Recessionist experienced a more advanced and sophisticated technology for social media. Due to their technology background, they prefer Instant Messaging, emails and texts. Additionally, they are quick to adopt to any technology changes. The later millennials known as Recessionist also faced a workplace environment that was not in need of experienced workers or new college graduates, thus they were laden with large college debt and limited prospects of a salary to fund it. This heightened their financially conscious and realistic approach. From a societal perspective, they experienced events related to Homeland Violence such as 9/11 and Columbine. In this environment they were encouraged to speak and share thoughts and fears. This makes them comfortable in approaching any level of management with their thoughts. As they seek to integrate their work and personal life, this makes for an informal style. One significant area of flexibility is in scheduling. While they desire flexible work scheduling, they also recognize the importance of completing work, thus are favorable to bringing work home to complete after hours. Teamwork and collaboration are important to them as the social media tools they utilized growing up reinforced this mentality.  Overall, they seek challenge and growth and are more likely to leave organizations they feel cannot provide this.

Generation Z
While this group is just beginning to enter the workforce, there are some distinctive characteristics that have been identified that will assist in understanding them. Due to their expansive technological background they tend to be highly inquisitive, desiring to know every detail behind a task or event. Unlike their parents of Generation X, this group is risk-averse recognizing the fragility of the economy. This is a result of their witnessing the aftermath of the Great Recession. Thus, they seek a level of stability in the workplace that will allow them to save for retirement. This also impacts their hesitance to take risks at work or in the stock markets because they want to guarantee as much success as possible. They are an industrious group that seeks to do everything assigned to the best of their ability. Thus, they tend to ask questions and perform research to gather all the information they need. Their goal is to produce something as near perfect as possible. Overall, they are digital addicted, value individuality and prefer working with like-minded managers and co-workers who share their values.  

Additional generational differences in the Covid work environment
As a result of the Covid-19 pandemic in 2019, a change in workplace environment was required to stem the pandemic spread. As more employers moved to a work-from-home environment it resulted in differing generational impacts. Generation X and Baby Boomers were more receptive to the change. Many have responsibilities for families including children and/or parents, thus this flexibility permits them a better work/life balance. Younger workers have found more challenge to this concept. They may not have the proper environment or limited space in their homes to have a proper workspace. Additionally, young professionals require more development opportunity which is limited in the work at home environment. This may require employers to rethink how they provide these learning and development opportunities. Overall, the work-at-home environment in some form may be here to stay and it is crucial for employers to consider the generational differences when creating policies related to this. As was previously noted, the “one size fits all” concept should not be applied to workplace flexibility efforts.

Trust spans the generations
An important key element behind effectively managing across the generational divide is through the ability to build trust. To do this requires an understanding of who they are, what they value and how best to communicate your message. Trust will strengthen your business by building employee morale, increase productivity and build confidence with your employees and clients. Having said that, each generation will have a unique requirement to accomplish this.  
For Boomers, trust is associated with creditability and decisive messaging. Make sure your employees and clients know the path being created to navigate any uncertainties. Generation X trust is best built through transparency. Provide information on what is known and unknown in events and issues facing the business. Make communications efficient with them and make sure they have a purpose. Millennials look to companies to create an environment with open, authentic, collaborative conversations. Lecture, memos and procedures, while often necessary, will not inspire this group. Generation Z workers are uniquely different, requiring tools and resource that will help them manage stress and mental health. Companies that can show a true concern for individuals and their well-being can gain the trust of this group.  

In the event your business has a unique need for outside assistance with operational issues, growth initiatives or other business matters, SCORE mentors can offer you expertise and support. Mentors with a wide range of technical and user experience are available upon request.

The Cleveland Chapter of SCORE was founded in 1965 to foster and support the small business community in Northeast Ohio through mentoring and education. There are currently 80 volunteers with experience in the fields of business ownership, managers, accountants, attorneys and other business fields that are ready to share their knowledge through mentoring.  For more information about our services for small business visit the website at or call (216) 503-8160.  

In addition to mentoring services, there are also webinars and on-demand classes listed on the website. To attend a webinar, visit the site and register.

The following are upcoming events in September:
Seminar Title, Date & Time
Legal Series 1: Intellectual Property 9/7 – 7:00 to 9:00 PM
Simple Steps 1: Business Start Up Basics 9/8 – 7:00 to 8:30 PM
Self-Publishing Your Own Book 9/13 – 7:00 to 8:30 PM
Legal Series 2: Business Law 9/14 – 7:00 to 8:30 PM
Marketing in a Digital World 9/15 – 10:00 to 11:00 AM
Simple Steps: Business Concepts 9/15 – 7:00 to 8:30 PM
Legal Series 3: Human Resources 9/21 – 7:00 to 8:30 PM
Simple Steps 3: Marketing Plan 9/22 – 7:00 to 8:30 PM
Legal Series: Business Contracts & Insurance 9/28 – 7:00 to 8:30 PM
Simple Steps: Financial Plan 9/29 – 7:00 to 8:30 PM

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  • Next up: Good Customer Service is Key to Small Business Success

    Good Customer Service is Key to Small Business Success

    All customers place a high value on excellent customer service. Learn how to give your customers the five-star customer service treatment with these five steps.


    One of the most important things a small business needs to do is to retain their customers. In this crazy and competitive business world, it is very easy to lose customers and harder to keep them. Retaining good customers may take some time and effort on your part, but it is the best way to keep your business growing and improving. Poor customer service is the quickest way to lose customers. Even one incident can be enough to send your customers running to your competition. And in today’s online marketplace, it is easier than ever for them to find another business with which to spend their money. Therefore, it is incumbent upon you to make sure your customer service is top-notch and makes your customers want to do business with you. 

    Consistently providing good customer service is not easy but it is very important to keeping good customers and to keeping a good reputation for your business. So, how can you improve your customer service? 

    Step 1: Conduct an assessment of your communication and support strategies. Start with a review of the first line of communication, which may be a receptionist or how you answer your inbound calls. Are customers greeted warmly and made to feel important? Are your phone calls answered in a timely manner? Can customers reach you or leave a message? Do you return calls promptly? First impressions are important and can go a long way toward keeping current customers and acquiring new ones.

    Step 2: Next, review how you handle complaints or situations. A positive response will keep customers happy, while a negative response will send them packing. Remember, word-of-mouth is powerful and you don’t want them telling other prospective customers about any negative experiences. If you listen, understand, and apologize, when necessary, much is often forgiven. Following this guidance can help you wind up with a happy and a faithful customer after all.

    RELATED: Read more by Tim Dimoff.

    Step 3: Personalize your service. Offering a customized service experience is another excellent way to keep customers. One size does not fit all in this situation. Simply listening to what your customers are asking for and helping them find the right solution for them, tells them that you care and are sincere in trying to help them. Make sure they feel supported by taking time to return phone calls and to respond to messages. Be sure to tailor your responses to them and their situations. 

    Step 4: Make sure your customers are engaged. Don’t forget to go the extra mile by finding ways to connect with customers and increase how engaged they are with your business. This can be as simple as offering an incentive or by personally thanking them for referring you to another potential customer. More touchpoints means more engagement—which often leads to loyal customers.

    Step 5: Get your whole team on the same page. Take the time to make sure all of your employees are trained in good customer service. Provide regular trainings to ensure everyone understands and implements your customer service policies. 

    RELATED: Why you should invest in sales training.

    Remember that everyone wants to feel valued and in today’s competitive marketplace, it is very easy to find a new vendor. No one wants to spend money or do business with a company that makes them feel like they are being taken for granted.

    Timothy A. Dimoff, CPP, president of SACS Consulting & Investigative Services, Inc., is a speaker, trainer and author and a leading authority in high-risk workplace and human resource security and crime issues. He is a Certified Protection Professional; a certified legal expert in corporate security procedures and training; a member of the Ohio and International Narcotic Associations; the Ohio and National Societies for Human Resource Managers; and the American Society for Industrial Security. He holds a B.S. in Sociology, with an emphasis in criminology, from Dennison University. Contact him at

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  • Next up: COSE 50 spotlight: Cleveland’s iconic Goodtime ship charting a course for the future

    COSE 50 spotlight: Cleveland’s iconic Goodtime ship charting a course for the future

    “We are a landmark in Cleveland, a pioneer in tourism. We are Cleveland’s boat.”


    Through rough seas and smooth, Cleveland’s iconic sightseeing ship the Goodtime has cruised on for six-plus decades, taking generations of Clevelanders on river and lakefront tours, sunset cruises and field trips.

    “In nearly 65 years there have been downturns and industrial pollution and recessions and the rise and fall and rise of the Flats and the pandemic, but from the time my grandfather founded the company, we have not let that stop us,” says Goodtime III owner “Captain Rick” Fryan.

    His grandfather, Vince, and great-uncle Herb Fryan, who had worked in the movie business, launched their nautical company in 1957 with a 62-by-16-foot, 68-passenger boat.

    “Great Uncle Herb had the mechanical aptitude and got his captain’s license,” says Captain Rick. “At the time, there was one other boat doing lake tours, but they saw the need for more narrated tours.”

    They were so confident Clevelanders would take to the water, they took out second mortgages on their homes.

    Their risk paid off. Soon, Goodtime tours were so popular, they invested in a second, bigger ship. The 475-passenger Goodtime II was commissioned in 1960.

    Captain Rick credits his grandfather’s business acumen for a large part of their longevity.

    “He truly believed in the potential of advertising, with many ads in the Press and Plain Dealer. And he built up his database with names from his past business and did outreach. He added in school field trips, too. He was always thinking of ideas, and pretty soon he put his competitor out of business.”

    The Goodtime was also one of the inaugural members of Council of Smaller Enterprises (COSE), joining the Growth Association in 1969. When members moved to COSE with its 1972 formation, the Goodtime was on board. Fifty years later, they still are.

    “When you are a business of our length of time, it’s important to support organizations like GCP and COSE with our membership,” says Captain Rick, who also utilizes COSE for health insurance.

    “It’s important to be a part of a community, it’s important to be part of the business community. We’ve been around for 65 years, but you still have to advertise and get out in front of people.”

    Captain Rick took over the Goodtime in 2012 when his father, Jim, passed away. Rick started his career on the ship in 1986, “fresh out of the Army.”

    Through three generations, the business model hasn’t changed much, although the ships have grown. The Fryans launched the 750-passengr Goodtime III in 1991.

    Like his father and grandfather, Captain Rick offers multiple one- and two-hour sightseeing and dining tours per week, from May to September. Some recent innovations include Friday Smooth Jazz cruises and sunset cruises.

    “And we continue with our key ingredient to our success, giving good service and trying to get things right every time,” adds Captain Rick, who employs 45 people.

    The COVID-19 pandemic proved one of the Goodtime III’s biggest challenges, with the ship shut down for several in-season months. They did receive PPP loans, but had to relaunch with limited capacity in later 2020. They are finally getting close to pre-COVID passenger numbers, but worker shortages, inflation and the high price of gas are new obstacles.

    Captain Rick is up for the challenge.

    “Every business is faced with these issues now,” he says. “It’s everywhere, it’s in manufacturing, farming, everywhere imaginable. We are prepared, though. Being frugal, my father and grandfather were huge savers, always putting money away for the future because you just never know. They taught me.

    “We have gotten through difficult times before, and we are getting through this. I want to see this be operated by my son, the fourth generation, who is only 18 now. I want us to be in business 50 years from now.”

    Captain Rick thinks of the Goodtime as more than just a business, however.

    “We are a landmark in Cleveland, a pioneer in tourism. We are Cleveland’s boat.”

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  • Next up: Gratitude magnitude: Prioritizing appreciation in your referral strategy

    Gratitude magnitude: Prioritizing appreciation in your referral strategy

    Learn how to show your appreciation for referrals and boost your business.


    What is your referral strategy for your business? Referral programs can differ in details – and may even vary from customer to customer depending on the size and scope of the individual referral.

    A key concept for a successful referral strategy is the "magnitude of your gratitude." This concept revolves around the fact that people like to be thanked. They like to know their efforts, money, time or other resources have been noted and appreciated. 

    Whatever the level of success you’ve had so far as a small business owner, you are sure to have lots of people to thank for helping you get there. 

    In this example, Bob is your current customer and you’ve just completed a transaction with him – whether it’s providing a service or delivering a good. Follow these steps to making the most of your gratitude and showing your appreciation for Bob’s patronage. Not only will it make you both feel good, it can have a direct impact on your customer loyalty, boost your business and beef up your bottom line.

    >> RELATED: The easy way to earn repeat and referral business

    Gratitude magnitude step no. 1: Reach back out to Bob following the transaction.

    Of course you thanked Bob during the initial transaction, but now it’s time for a follow-up. Start this follow-up conversation by thanking Bob again for his business. Then, ask him for any internal or external referrals. 

    You don’t get what you don’t ask for. 

    When deciding which contact method is best for a follow-up conversation, remember that an email is good, a phone call is better and a hand-written note is the best approach to reaching back out to your customer.  

    Gratitude magnitude step no. 2: Show your appreciation to Bob for the referrals. 

    Let’s say Bob offers you a referral to his colleague, Sarah. Etiquette calls for you to get back in touch with Bob to directly thank him for his help and support. We discuss how to show your appreciation later in this article.

    Gratitude magnitude step no. 3: Time to thank Sarah!

    After contacting Sarah and mentioning Bob’s referral, it’s common courtesy to thank Sarah for her time. Be sure not to skip this important step, even if your connection with Sarah doesn’t immediately convert to a transaction. 

    Keep in mind that, now that you've connected with Sarah, she's likely to keep you in mind when a need arises down the road. Or, she may remember you when someone else asks her for a referral. This brief interaction, with a follow-up thank you, has the potential to materialize way into the future.

    Gratitude magnitude step no. 4: Bring it back to Bob, again.

    So, what if this connection with Sarah does turn into a transaction? If this is the case, it’s time to thank Bob again for the referral. Not only will Bob be pleased to know that the time he took to make this referral didn’t go unnoticed, it will also be another point of contact to remind Bob about you and your business. And this can lead to Bob making another transaction or providing another referral.

    Gratitude magnitude step no. 5: Sarah’s turn! 

    Once you turn Sarah into a raving fan, it’s time to add her to your cycle of appreciation. Start by thanking her for her initial transaction. Then, you can proceed to ask her for repeat business, as well as internal or external referrals.

    And the beat goes on…

    >> RELATED: Read more by Phil Stella

    How to show your gratitude

    As mentioned earlier in the article, there are a number of tactics you can take to enhance your referral strategy. For some situations, it might be that a handwritten note makes sense. For others it might be a reward such as a percentage off a future purchase.

    Another option is to send a gift – flowers, candy, company swag. A little goes a long way – especially when the customer isn’t aware that they will receive anything at all. Everyone loves feeling appreciated and everyone certainly loves a gift – it's sure to benefit your business!

    A final word on referral strategy

    This sounds like a lot of time spent expressing gratitude, doesn’t it? Absolutely. But, since most people don’t bother to do anything, what you do will clearly and positively differentiate you from the pack of ungrateful amateurs you compete against who are too lazy or too lame to say, “Thank you.”

    Phil Stella runs Effective Training & Communication,, 440 804-4785, and empowers business leaders to reduce the pain with workplace communication and sales pitches A popular trainer and executive coach on writing, communication styles and sales presentations, he is also on the Cleveland faculty of the Gold-man Sachs 10,000 Small Businesses program.   

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  • Next up: Grow your business with these three lessons

    Grow your business with these three lessons

    New blog contributor Amy Wong from Dot Org Solutions LLC wants you to learn these three important lessons that will help your business grow and thrive.


    When I first saw the call for contributing writers for the COSE blog, I immediately thought, I can do this. I’m a champion for small businesses and nonprofits and this is a great opportunity to share what I have learned along the way as a business owner—and to help you avoid the mistakes I have made. 

    I’m a writer at heart and have spent my career developing content for my employers, clients and now, our business. My goal is to take the joy I have in writing and bring you meaningful content that will help your organization grow. 

    I started Dot Org Solutions almost 13 “lucky” years ago. Like most business owners, I sought to fill a need that I didn’t think was being met. Along the way I have learned and made mistakes; I’ve seen employees come and go; I’ve grown as a leader; and I discovered that hiring good people, especially those who can execute my vision, is critical to the success of any business or organization.  

    But I’ve learned three other important lessons along the way. And by knowing these things, our business has matured, grown and, so far, survived a pandemic. I think these three lessons can help you too as you continue to grow your business and thrive.

    Lesson no. 1: You must have three sets of plans. 

    Every organization should have an annual plan, a strategic plan (3-ish years) and a long-range plan (7-10 years). Each one serves a distinctly different purpose, but—when tied together—provide important guidance for your team. 

    Your long-range plan outlines your organization’s aspiration and goals for the future. Your strategic plan provides structure to help you achieve your long-range goals and puts your priorities front and center. Your annual plan outlines your goals for the year (sales, program, production, tactical, etc.) but also ties in “to-do” items from your strategic plan. If the pandemic taught us anything, it is that life is unpredictable. Plans can be changed when needed, but they need to be created first. 

    >> RELATED: Do I need a strategic plan? Who cares?

    Bring your leadership team together to discuss your long-range vision and define it if you haven’t already. Develop a strategic plan to help you take steps toward making that vision a reality. And build accountable, actionable, and task-oriented plans to guide you through the year.  

    Lesson no. 2: Spending time defining and living by your core values is worth it.

    If you and your leadership team don’t spend time developing and nurturing your organizational culture, your employees will. That often ends badly and is difficult to fix. Prospective employees (especially younger ones) are looking for organizations with strong, positive cultures and clear core values that align with their own. We’ve seen it ourselves at Dot Org. Candidates for the last three jobs we interviewed for specifically asked about our culture. We proudly shared our core values with them. 

    So, talk to your people about your culture. Take the time to define your core values and place them front and center. Use them as part of your HR strategy—including hiring and firing. Refer to them when times are tough. Let them guide you when making difficult decisions that may negatively impact your employees. 

    >> RELATED: Understanding and building a positive company culture

    Lesson no. 3: People are looking for personalized experiences and relevant content. 

    The past two years have shifted the way many people communicate and receive information. While we’re starting to see more networking opportunities, conferences and events, people are continuing to spend more time researching things online. They have changed their buying habits (curbside pickup, anyone?). And they are being influenced through artificial intelligence (AI) and targeted content. Companies and organizations that are producing relevant content (not sales content) are going to benefit from these trends. People are looking for personalized experiences and want to have business relationships with people they feel like they can trust. 

    Use content marketing tactics by showing your leadership and knowledge about a topic in a blog, an e-book, social media content or video (not everything needs to be sales driven). Evaluate your website and make sure you include information that your customers are looking for and calls to action that are easy to find. Make your content short and “snackable.” People also want information in a hurry. 

    Spending time in these three areas is effective and we are already seeing the benefits of starting this intentional work nearly three years ago. As I look to the future of our company, I know that planning, culture and content will continue to be critical to our ongoing success and growth. 

    Over the coming months, I look forward to writing about relevant topics in leadership, marketing and planning. Hopefully, you will find some tips that you can use to help your business grow. 

    Amy Wong is president and founder of Dot Org Solutions LLC, ( a creative and consulting firm delivering marketing, fundraising, consulting and strategic planning services to nonprofits and small businesses that work with nonprofit organizations. She is a graduate of the Goldman Sachs 10,000 Small Business program and is frequent speaker on the topics of leadership and marketing. She can be reached at

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  • Next up: Helping your employees feel fulfilled keeps your bottom line strong

    Helping your employees feel fulfilled keeps your bottom line strong

    Employee retention is a small business key to success. Learn how to retain talent in these eight steps.


    As a small business, employee turnover is to be avoided as much as possible. The cost of finding and training new employees is expensive and time consuming. It can disrupt your business and your bottom line. 

    In order to keep employee turnover to a minimum, there are steps you can take to make sure your employees feel fulfilled and have opportunities to further their career development. 

    Check out these eight steps to retaining top talent at your business:

    Retention step no. 1: Understand your employees’ roles and goals

    Employees normally have specific roles and individual paths to develop as professionals within their departments. If you take time to understand each of their roles and to establish ways to implement effective development, you can help them to feel secure and that they are on a productive path. It is important that both the employee and their managers understand the specific roles and development goals. 

    >> RELATED: 3 things to know about retaining talent

    Retention step no. 2: Help them identify important skills

    Once you understand their career goals, work with your employees to identify the skills they need to develop in their career. Understanding and prioritizing their career development is a good way to show how important they are to you and that you will help them achieve their goals.

    Retention step no. 3: Help them develop these skills

    Create a learning system thru on-going training to help them develop their skills. Finding success in your company can lead them to future career success as well as personal accomplishments. You can decide to send them to external training or develop training in-house tailored to their needs.

    Retention step no. 4: Improve the team as a whole

    It’s important to know your team’s skills, how well they work together and what can be improved upon. Training and team bonding activities are an excellent way to strengthen the team as whole. A strong team can help individual employees feel confident in their roles and stay in their jobs longer.

    >> RELATED: Creating a strong workplace environment

    Retention step no. 5: Establish learning connections

    Create mentorship opportunities for employees to help them learn and grow in their roles. Perhaps you serve as their mentor, or you can identify other team members to guide them in this way.   

    Retention step no. 6: Communicate opportunities for growth

    Your employees may not know of or understand the ways they can develop in the workplace. Create a way to formally let your employees know about various growth and development opportunities within your company. 

    >> RELATED: Read more from Tim Dimoff

    Retention step no. 7: Provide feedback

    Now that you’ve helped your employees identify and develop their skills and goals, formal feedback on their performance is important. Create a way to formally track their performance goals and their learning progress. Meet with them annually or even semi-annually to check in on these areas and ways to improve moving forward.

    Retention step no. 8: Recognize good performance

    Everyone loves to know that their efforts are appreciated and valued. Celebrate your employees and make them feel important and appreciated. As I’ve mentioned in the past, it can be as simple as a written note or mentioning their progress or accomplishments in a team meeting.

    While there is no guarantee when it comes to employee retention, implementing many of these suggestions will certainly help to ensure your team members feel wanted and valued by you and your company. When your employees have confidence in how well you know them and understand their personal and professional goals, their performance and chances of retention will improve – and so will your bottom line.

    President, SACS Consulting & Investigative Services, Speaker, Trainer, Corporate Security Expert Timothy A. Dimoff, CPP, president of SACS Consulting & Investigative Services, Inc., is a speaker, trainer and author and a leading authority in high-risk workplace and human resource security and crime issues. He is a Certified Protection Professional; a certified legal expert in corporate security procedures and training; a member of the Ohio and International Narcotic Associations; the Ohio and National Societies for Human Resource Managers; and the American Society for Industrial Security. He holds a B.S. in Sociology, with an emphasis in criminology, from Dennison University. Contact him at

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