Workplace rewards, safety culture, and enhanced workplace security are some drivers of employee retention. Safety management revolves around a company’s dedication to an all-encompassing safety effort, which should be led by upper-level management (Valentine et al., 2020). Some workplace accidents may be avoided if employers take the time and care to ensure that their employees who undertake potentially hazardous tasks are protected from harm. Making workplaces safer can be accomplished through the use of several different methods. It includes the provision of protective gear and shields on machinery, the installation of emergency switches, the installation of guardrails, the maintenance of clear corridors, and the provision of adequate airflow, lighting, heaters, and air conditioners. Employee compensation is an important aspect that may help retain employees. Pay and benefits, office policy, and snack breaks are all included in employee compensation. Working for a company that values employees means providing them opportunities to grow professionally, personally, and financially. Managers may boost employee morale by rewarding success, recognizing accomplishments, enhancing security, encouraging professional development, and promoting a positive culture.
An essential component of talent retention in companies is enhancing workplace security. Workplace security is necessary for human resource managers to retain their workforce. Employee satisfaction, lower turnover, and shorter downtime are all direct results of a more secure workplace (Serban, 2022). Workers value safe workplaces because it shows their employers value them. Providing security is important because workers with a sense of security are more dedicated to their occupations and tend to remain with the same company for extended periods. In contrast, employees who do not feel are more inclined to look for a new company. Workers are more likely to feel involved in their profession when potential threats are removed from the workplace. A lack of investment in workplace safety swiftly leads to a company’s image as a dangerous workplace, which may significantly affect the company’s employer brand and ability to recruit and retain top personnel. In addition, consumers, competitors, and the general public have a poor impression of such companies.
Human resource managers can track talent retention and turnover by improving work security. They should start by conducting a security survey within the organization n (Valentine et al., 2020). The first step in any security assessment should always be an outside walk-around. Parking lot lights, traffic patterns, proximity to emergency responders, neighborhood safety, and structural design are all considered. Disaster plans that cover how to respond to natural disasters are also evaluated as part of the security assessment. Once this is established, human resource managers will be responsible for controlling who has access to which buildings and other areas inside the company. Managing who can enter the building and who can not is crucial to keeping the building secure. Businesses may install bulletproof walls and specific sections for their most vulnerable workers. There must be training for managers, human resource personnel, supervisors, and workers on how to see the warning indications of a potentially violent employee and what to do if violence does occur.
To summarize, factors contributing to an engaged and loyal workforce include competitive pay, an encouraging company culture, and safe and secure working conditions. A pleasant work environment boosts retention and morale. To work for a firm that cares about its people is to work for a company that helps its employees develop personally, creatively, and economically. Human resource managers must provide a safe workplace to keep their employees happy and loyal. Workers appreciate businesses that care enough to provide a secure environment for them. Human resource managers should implement security assessments, access control measures, and employee training to strengthen their organizations’ safety.
References
Serban, D. (2022). A safer workplace: A longitudinal examination of S.A.F.E.R leadership on employee outcomes. Saint Mary’s University. Web.
Valentine, S., Mathis, R. L., Jackson, J. H., & Meglich, P. A. (2020). Human resource management (16th ed.). Cengage Learning.
