Inspire Your Building Services and Maintenance Teams to Stay Longer

May 9, 2024

The Great Resignation has resulted in a mass exodus of employees from the workforce. The building service and maintenance industry has taken one of the biggest hits. At the height of the Great Resignation, between 4.1 million and 4.5 million workers walked off the job (Indeed). Building services and maintenance workers also have a high burn rate. One study found that absenteeism and employee turnover rate is as high as 37%

Losing people at this rate is unsustainable. Replacing employees is time consuming and expensive. It’s estimated that it takes an average of 42 days and $4129 to replace an employee. The labor shortage in the building services industry has also resulted in increased workloads for existing employees, leading to further dissatisfaction. Furthermore, the pandemic has prompted individuals to reassess their career choices and seek more stable and fulfilling opportunities. Building services and maintenance workers in particular are suffering from burnout and a lack of growth opportunities

Employers need to rethink how they engage with maintenance workers to create the best possible employee experience and inspire team members to stay longer. Inspiring your team members can help retain talent by fostering a positive work environment, boosting employee morale, and increasing job satisfaction, which in turn can lead to higher employee retention rates and attract new talent.

In recent years, there has been a massive shift in what people prioritize and how they perceive work. Employees want to grow with a team that supports their goals, both personally and professionally. Employees want to be valued members of a team that make an impact and foster a culture of collaboration, trust, and respect. For employers, this means that performance and development needs to keep the human element. 

With frequent check-ins, employees can feel seen and valued. If a Team Member is left wondering where they stand today, what they’re doing well, or what they need to spend time on improving, then they’re going to feel demotivated. However, employees whose managers regularly communicate with them are nearly three times more engaged than those with managers who don’t regularly communicate. 

The check-in doesn’t have to be overcomplicated. As long as managers provide feedback (both praise and coaching) and keep the employee’s career goals in mind, then both parties can increase feelings of trust and motivation. 

Contact us today to learn more about our modern approach to performance management and development and how it solves for retention. Don’t just take our word for it, see what our Customers have to say.

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