{"id":3000010062,"date":"2020-01-31T02:34:47","date_gmt":"2020-01-31T06:34:47","guid":{"rendered":"https:\/\/deconstructed.wework.com\/?p=2889"},"modified":"2020-09-03T05:53:23","modified_gmt":"2020-09-03T09:53:23","slug":"how-to-improve-retention-with-employee-development-podcast-recap","status":"publish","type":"post","link":"https:\/\/www.wework.com\/ideas\/professional-development\/management-leadership\/how-to-improve-retention-with-employee-development-podcast-recap","title":{"rendered":"How to improve retention with employee development (podcast recap)"},"content":{"rendered":"\n

Claude Silver<\/a> is part guidance counselor, part coach, but she\u2019s all heart as the world\u2019s first Chief Heart Officer (CHO) at VaynerMedia, an award-winning digital advertising agency. The organization employs 900 staffers around the world, including a recently opened Asia-Pacific headquarters at a WeWork in Singapore<\/a>.<\/em><\/p>\n\n\n\n

CHO is a role Silver pioneered after working as VaynerMedia\u2019s SVP of Advertising. Interestingly, the inspiration came as she was preparing to leave the company. She recalls saying to CEO Gary Vaynerchuk, \u201cI’ve learned so much here \u2026 but I’m really done in advertising. I’m done selling.\u201d <\/p>\n\n\n\n

When Vaynerchuk asked Silver what she wanted to do, she replied, \u201cI only care about people. I only care about the heartbeat of this place.\u201d This conversation led to creating the CHO role: a position that required empathy and designed to impact every employee. <\/p>\n\n\n\n

Having earned a reputation as an unconventional leader\u2014for example, Silver was known to run team meetings where staffers shared poetry, music or did improv\u2014she began adapting her unique style to the role of CHO.\u00a0<\/p>\n\n\n\n

Prioritizing employee development pays off <\/strong><\/h2>\n\n\n\n

Silver\u2019s philosophy of coaching, providing wellness resources, and prioritizing employee development helps VaynerMedia build a strong workplace culture \u200band<\/em>\u200b their bottom line.<\/p>\n\n\n\n

When asked to define her role as a CHO, Silver said: \u201cA chief heart officer is taking care of the actual human beings and the heartbeat of this company. I’m here to help them identify roadblocks. I’m here to help them grow and develop. I’m here to help them navigate a complex organization, and I’m here to really help them thrive.\u201d <\/p>\n\n\n\n

Indeed, the team is thriving. The employee retention rate at VaynerMedia is 85%, which is unusually high. Silver credits this percentage with VaynerMedia\u2019s effort to pour energy into the employees, which in turn benefits the organization\u2019s KPIs. When an organization has a strong employee brand both internally and externally, its excellent reputation promotes the brand in ways that traditional marketing cannot. <\/p>\n\n\n\n

Three employee development strategies Silver swears by<\/strong><\/h2>\n\n\n\n

When she\u2019s up at night, Silver contemplates ways to make all 900 of VaynerMedia\u2019s employees continue to thrive. In Episode 5 of the Up at Night<\/em> podcast, Silver makes the case for HR methods that go beyond the typical nine-to-five and shares her top three strategies for employee retention.<\/p>\n\n\n\n

1. Focus on energy management<\/h3>\n\n\n\n

Employers often preach their organization\u2019s \u201cwork-life balance\u201d to appeal to new talent. But Silver finds that phrase irrelevant in the modern workforce. Rather, she prefers the phrase \u201cenergy management.\u201d She explains: \u201cWe’re all tied to our phones. I think that it’s up to us to manage our own energy … What I call it and what we train here is energy management.\u201d\u00a0<\/p>\n\n\n\n\n\n

The practice of energy management encourages employees to become more self-aware. This requires workers to check-in themselves to take inventory of their emotions. Silver believes that when her team members can identify their stress levels, they can learn to take breaks and conserve their energy for opportune times.  <\/p>\n\n\n\n

Silver continues, \u201cI can’t tell you how to be balanced and how to balance your day because you might be a better worker at 10:00 PM. I don’t want to pretend that I know what’s best for you and work-life balance.\u201d<\/p>\n\n\n\n

2. Implement wellness resources for employees<\/h3>\n\n\n\n

Silver believes in taking action to maintain employees\u2019 mental wellness. It starts with a simple concept: \u201cWe have an open-door policy, period,\u201d Silver reveals. Though she\u2019s careful to note that she\u2019s not a trained psychologist, she values the opportunity to relieve her team from stress and anxieties.<\/p>\n\n\n\n

3. Scale the culture, one jam session at a time<\/h3>\n\n\n\n

According to Silver, one can\u2019t scale the culture by \u201cmaking decisions from an ivory tower.\u201d Instead, she believes that the key is to converse with your team while relaxing the usual structures. Talk with your people, but ensure that you listen closely. <\/p>\n\n\n\n

Silver notes that it \u201ctakes a lot of heart and a lot of listening\u201d to scale your culture. To begin, Silver insists that \u201cyou\u2019ve got to talk to people. You\u2019ve got to have lunches with people, you gotta bring 25 people into a conference room and just jam with them.\u201d <\/p>\n\n\n\n

If you\u2019re feeling inspired to try new mentorship strategies or new routes to employee development, Silver advises pursuing it. If you want to \u201cswitch it up,\u201d Silver urges \u201cdon\u2019t wait for the magic wand to come.\u201d Remember, if you\u2019re in charge, you have the incredible ability to set the culture from the top. Be that person who makes the changes. <\/p>\n\n\n\n

If you don\u2019t have a Chief Heart Officer (yet), you can still learn from Silver\u2019s employee development style, and how she\u2019s building a culture that contributes to the bottom line.\u00a0Listen to Silver\u2019s\u00a0<\/a>Up at Night<\/a><\/em> podcast here<\/a> or read the transcript here<\/a>. \u00a0<\/p>\n\n\n