How to Stop Workplace Gossip

Yesterday, we gave you three reasons why you should prevent gossiping in the workplace. As we mentioned, gossiping can cause a lot of trouble in the workplace, especially when it comes to employee dissatisfaction. In turn, you may find yourself in a situation where productivity slows and turnover is high, which is definitely a bad combination to have. 

As a leader, whether of a team or a whole company, it is your job to keep the peace and make sure everyone is able to work in a happy and stress-free environment. So today, we’re going to give you three ways to prevent workplace gossip. Take a look below:

Nip it in the bud early. If possible, try your best to avert a crisis before it even has a chance to bubble up. This requires you to keep an eye on those who you believe to be or know are the gossipers. If you catch them in the act, it is best to set them aside and explain to them the negative impact their comments have on the work environment. We’re not saying you need to hover over everyone’s shoulder, but a little diligence on your part can do a lot to help stop any gossip and hopefully avoid a serious crisis.

Communicate regularly. Gossip often starts when the imaginative minds of certain employees start to wander a bit. One way to prevent this is by making sure everyone is “in-the-know” about anything big going on. Transparency helps to curb the issue because it doesn’t allow them room to speculate–making things much easier on you.

Avoid it yourself. Most importantly, avoid falling prey to gossiping yourself. As a leader, you are the best person for setting an example of how you want your employees to act—so take advantage of this and use it stop those gossipers.

Gossiping happens a lot more often than we think, and sometimes you’ll find yourself simply slipping up and saying whatever is on our mind about someone else.

In instances like these, it is important to check your tone as well the content of what your saying, because there is a fine line between what can be construed as negative gossip and constructive criticism. We think the best approach is to consider how you might take what you say; if you think you’d be offended, then chances are, whoever you are talking about probably would be, too.

Gossiping can be dangerous, affecting the way we work and our desire to work. And while not everyone is looking to gab away in the break room about someone else, it only takes one to cause trouble.

It’s important that leaders do their best to set an example for their team and make sure gossiping is at a minimum, and if possible, gone altogether. It may seem harmless, but gossip can do terrible things for workplace culture–so do your best to stop it before it ever becomes a problem.

Re-Recruiting: Putting Your Ideas Into Action

Over the past few days, we’ve outlined why it’s a good idea to consider re-recruiting your top talent, and showed you how to set up your re-recruiting efforts.

And today, we’re going to wrap up our series by showing you how to put your re-recruiting efforts into action, as well as some final thoughts by Dr. Sullivan. Here are a few final things to consider when putting your re-recruiting ideas into action:

Approaching an employee to re-recruit them

  • It might be difficult to approach an employee and try to re-recruit them. To avoid looking (or acting) awkward, plan ahead. Figuring out what you want to say ahead of time will make things much easier. This is pretty standard stuff, but can be easy to forget for what seems like a simple situation.

Identify internal re-recruiters and help sources

  • Creating a team that specifically concentrates on re-recruiting your employees can help with retention significantly. But if you don’t have to resources to do so, you can always give that responsibility to your managers and get your recruiters involved by having them give advice on recruiting.

Process

  • This one is extremely important. Always make sure that you are re-evaluating your efforts. Find out what works and what doesn’t (you can always ask your employees) and improve your methods from there.

Other things to consider

Finally, here are some other suggestions (adapted from Dr. Sullivan) that you should keep in mind:

  • Get help in identifying who, why and what makes your employees frustrated. Ask your employees to help. Who do they really value you on their team, and why? What makes them frustrated about their job, and why? Going to the source will probably get you the best info out there.
  • Understand external offers. We mentioned this before, but it’s worth mentioning again. Learn what talent other companies are seeking and how this might affect you, and use that knowledge to drive your re-recruiting.
  • Prepare an instant response. Should an external offer come along, don’t wait until the last moment to figure out a counteroffer. Plan ahead.
  • Make praise and recognition routine. We think that employee recognition is pretty important for a lot of reasons. To learn more, check our post here.

Suffice to say, re-recruiting is an extremely valuable asset to have in your arsenal of talent-acquisition tools. At AIM careerlink, we focus on getting top talent through your door–but we also focus on keeping them there, too.

 

Re-Recruiting: A 6-Step Process

Yesterday, we outlined why it’s a good idea to consider re-recruiting your top talent, according to Dr. Sullivan, an HR expert.

And to continue that theme today, we’re going to show you how to set up your re-recruiting efforts. As noted by Dr. Sullivan, re-recruiting can be broken down into 6 steps:

Make re-recruiting a goal

It’s nice to think that your employees have loyalty to your company, but that kind of thinking won’t necessarily keep them around. Go with the mindset that even the best can leave at any time and that it’s your job to make sure that they don’t.

Dr. Sullivan even suggests making it a part of a manager’s bonus criteria–managers can be rewarded for successfully re-recruiting a percentage of top-performing employees each year.

Develop a re-recruiting toolkit 

Like your regular recruiting efforts, you need to figure out an effective way to approach your employees. Look at your external recruiting efforts and adapt those techniques and methods for re-recruiting. Put together a list of possible re-recruiting options that you can offer to your employees–Dr. Sullivan suggests “flexibility, pick your own project, 20 percent time, [or] pick your own leader” as options.

Identify and prioritize re-recruiting targets

This one is pretty straightforward. Consider the employees who you think would be a big loss to the company, and put them at the top of your list for re-recruiting.

Identify which top performers are at risk of leaving 

Take cues from the point above, but instead focus on those individuals who have a high risk of leaving in the near future. This requires a little detective work, but it’s not as hard as you think. Consider the following:

  • Figure out what positions other recruiters are looking to fill in their company
  • Look inside your company and consider who you would try to recruit if you were an outside recruiter
  • Pay close attention to your employees. Some of the at-risk indicators that Dr. Sullivan notes include:
    • Average length of time in previous jobs
    • The number of frustration and excitement factors (i.e. how often your employee seems frustrated versus how often they seem excited about the job)
    • Whether an individual is overdue for a raise or promotion
    • Whether an employee feels underused

Put together a list of re-recruitment excitement factors

Figure out what re-recruiting offers worked well in the past, and stick with them. Routinely update the list with a variety offers to keep things fresh, and allow for creativity when crafting the offers specific to an individual’s needs.

Put together personalized retention plans 

That brings us to our next (and final) point. Your re-recruiting efforts are meant to keep the best, so take care to make sure that each individual’s needs are being met.

Consider what specifically frustrates them, and try to cater to those frustrations. According to Dr. Sullivan, “the retention plan should also include goals, intermediate success measures, and who will be accountable for each step of the plan.”

Tomorrow, we we’ll wrap this brief series series by showing you how to put your re-recruiting efforts into action, as well as some final thoughts by Dr. Sullivan. In the mean time, connect with us on Facebook or Twitter–we’d love to hear your thoughts on re-recruiting.