12 Secrets to Keeping Employees Happy Without a Raise



12 Secrets to Keeping Employees Happy Without a Raise

n this ultra-competitive recruitment and hiring environment, retaining current employees is a critical component of firm success. Not only is a low turnover rate good for the bottom line, but it also means you are creating and building upon a firm foundation for the future.

Retaining employees does not always come down to paying them more than anyone else. Studies have shown that employees with high job satisfaction are generally more productive, engaged and loyal to their companies. Hiring managers, HR experts and business leaders weighed in on the best ways to keep employees satisfied when salary isn’t the driving factor.

“To engage the workforce and remain competitive, it’s no longer sufficient to focus solely on benefits. Top employers create an environment where employees feel connected to the organization and have a positive work experience that’s part of a rich, fulfilling life.” – David Ballard, assistant executive director for organizational excellence at the American Psychological Association

“The best benefit you can provide to your employees is the opportunity to make a difference through their work and help guide the course of the company. Benefits such as clear and frequent communication on company happenings, individual and department direction, and big-picture company direction make all the difference in employee happiness.” – Anthony Smith, CEO and founder of Insightly

“Feedback and the ability to understand employee concerns is important, but it’s what you do after that’s critical to retention. You should always be transparent by sharing what you’ve learned and a course of action for addressing the issue. For example, after a recent companywide engagement survey, we chose to share our results with all employees. We not only communicated our top areas of success but also our areas for improvement and how we planned to address them moving forward. Transparent communication and a simple acknowledgment that we heard you can go a long way.”  Laura Grieco, HR and administration director at ParkMobile

“Reward your highest performers with incremental vacation days. These employees are your superstars, so you can be confident they will get their work done as well as enjoy a few extra days of well-deserved time off with family and friends.” – Stacia Pache, founder and CEO of ItBandz

“Businesses should take steps to create spaces where employees can easily communicate and share ideas. Casual conversations in the break room can become collaborative conversations. Make it inviting and effective, with nice furniture, tables, and snacks and beverages, if possible.” – Tom Heisroth, senior vice president at Staples Advantage

“Our research found that providing developmental support, such as training opportunities and career mentoring, to employees who do not believe there are attractive career opportunities for them within the company led to such employees leaving the organization. It’s critical for businesses to have regular career-planning discussions with their employees. As part of training and development, make sure employees are aware of the different types of career paths or job opportunities throughout the company.” – Maria Kraimer, business professor at the University of Iowa

“Happy employees make for a happy company. Within the office, we’ll publicly acknowledge accomplishments, provide a group lunch, reserve a prime parking space or change a title. We’ll also help employees to grow and develop, whether by taking on new desired responsibilities or challenges, taking courses to learn new skills, or furthering knowledge of the company by traveling on company business trips.” – Jakki Liberman, president of Bumkins

“If you’re looking to keep an employee by giving him/her a raise, it’s already too late. Find people who share the operational values of your organization from the outset, test for fit early, and allow growth opportunities to express that value. We’re fanatics about initiative and constructive impact. Our team members are consistently rewarded with higher-value projects following a constructive initiative.” – Zachary Watson, CEO at HoneyCo

“One can’t underestimate the importance of walking into the office as the boss with a smile on my face and making sure I give the same feeling of importance to everyone.” – Jon Sumroy, CEO and inventor of Mifold

“In my experience, employees rarely become unhappy or leave solely over money. When they do become disenchanted, it is usually because they don’t like their boss, aren’t engaged or feel like they have stopped learning. Having a positive culture and workplace environment helps a lot, as it encourages teamwork and communication, which increases engagement and opportunities for teammates to learn from each other. We also do periodic shoutouts to people at all levels of the organization for great work or superior effort. These kudos cost nothing but provide important public recognition for a job well done, effectively compensating people in the form of social currency, which is highly valued.” – Gary Beasley, co-founder and CEO of Roofstock

“Reward frequency is more important than size. Business feedback indicates that smaller, frequent positive feedback and rewards will keep people happy longer than a single large, infrequent happy event. Even the biggest awards or raises ‘wear out’ in less than a year, with most employees responding better to small doses every few days.” – Ron Friedman, author of “The Best Place to Work”

“There are many ways to supplement salary by assisting employees in other areas of their lives. You can offer an extra level of life insurance or disability insurance for employees to protect their incomes. Other ancillary benefits, such as dental, optical [and] wellness, are all well received by employees. And gym memberships and transit benefits are great perks to keep employees happy and healthy. It is important to [provide] higher benefits so your employees know that you truly care about them and their families.” – Bobby Hotaling, president and CEO of The Hotaling Group

By Marci Martin


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