Actionable advice on how to attract, onboard, develop and retain top talent 

In a fierce job market, attracting and retaining top talent requires more than just a competitive salary. Throughout the country, organisations have long struggled to compete with London’s draw. With an average London salary nearly £20,000 higher than some areas of the UK [i], it may seem like an impossible uphill battle at first glance. 

However, a noticeable change is coming into play. Employees, particularly the younger generation in the workforce, are looking for more than just financial compensation. Flexibility, career growth and an inclusive company culture are often determining factors for job seekers. This shift highlights the importance of creating a holistic work environment that has a focus on benefits and opportunities beyond pay.  

Ashley Scriven, Partner and Solicitor at Loch Associates Group, Claudia Yorath, Group People Director at Loch Associates Group, and Joe Brown, Owner and Director at Peopleforce Recruitment, discussed this topic at the Kent Business Show, offering valuable insights for organisations looking to thrive.  

Attracting talent in a competitive market 

We’re in a dynamic job market, so attracting top talent requires a proactive and strategic approach. With competition among employers as high as it has ever been, it is no longer enough to simply post a job advertisement and expect the ideal candidate to apply. To stand out, organisations must go beyond compensation and implement meaningful policy changes that enhance the workplace for all. 

Joe Brown shared his perspective: “Those businesses that have been able to get ahead and attract the best talent are the ones that have embraced the challenge of hybrid, remote or flexible working”. 

So, what attracts top talent? 

  • Flexibility – COVID-19 prompted a rise in remote and hybrid work, which has empowered employees to expect more autonomy over their schedules. 
  • Investment in growth – Employees want to see there are opportunities to develop their skills and advance their careers. 
  • Culture – People prioritise an inclusive and engaging company culture that aligns with their values.
  • Vision and Values – A clearly defined company vision, shared from the recruitment stage, communicates purpose and creates a sense of belonging. 
Creating a strong People Plan 

A robust People Plan is essential for both attracting and retaining top talent. It should align the organisation’s strategy and address key areas such as recruitment, onboarding, performance management and employee development. 

Rather than serving as a comprehensive catalogue of HR functions, a People Plan should represent the strategic breakdown of your most important people related goals for the year. 

Being passionate about that vision and effectively communicating it is critical. It equips your team, and job applicants, with knowledge of the bigger picture and grants a greater understanding of their roles within the larger organisation. 

With her experience of developing people-centred strategies, Claudia Yorath added: “A clearly defined vision can set you up for success because, firstly, as a business it means that you know where you are going, and secondly, when you share that with your employees and your whole team they feel they are on that journey with you.” 

The expectation of flexible working 

A significant majority (85%) of UK remote workers desire a hybrid work model, indicating a strong preference for balancing remote and in-office work. To support this, when given all options, 58% specifically choose hybrid as their preferred option [ii].  

While it’s not possible for every type of work to be done remotely, policy changes can be implemented to offer more autonomy where it is possible.  Employees are increasingly demanding of this option, and the majority say they are willing to exchange some salary for greater control over how and where they work. In fact, three quarters (77%) of people report flexible working is more important to them than a pay rise when considering a new role. [iii]  

Joe Brown continued: “You need to realistically think about how you can make those changes. Is it just part of your business you can apply these changes to, or is it right across the business? Have that honest conversation and don’t just be rigid about, ‘This is what we’re going to do, and we’re going to stick to it,’ because the longer you take that approach and don’t embrace change, the harder you are likely to find it to attract talent.”  

Ashley Scriven added: “From a legal perspective, ensuring the right to flexibility is fairly considered is key to avoiding repercussions. Facilitating good work-life balance as part of a wellbeing culture will also boost morale, and it can have benefits both in the profitability of your company and the retention of your employees.” 

Retaining top performing staff and building a strong culture 

Attracting talent is only half the battle. Retaining staff requires a holistic approach that prioritises employee wellbeing and fosters genuine engagement.  

Strategies to retain staff: 

  • Manager Training – Effective managers foster engaged teams, leading to personal growth through skilled mentorship and clear communication. 
  • Clear Vision – Employees leave stagnant roles. Provide a clear trajectory with opportunities for advancement. 
  • Development Plan – Empower top performers with tailored growth plans that align their aspirations within the company’s vision. 
  • Work-Life Balance – A culture of flexibility and wellbeing reduces personal burnout and boosts companywide satisfaction
Employee development and career progression

Top performing staff are not just looking for a job, they are looking for a journey. A Gov.uk report on the relationship between learning and development and employee engagement, wellbeing, attraction and retention found that “Sustained L&D opportunities are associated with decreased intention to leave a current job, change job or retire early (and with faster return to work)”. 

Employees want to be confident they are not going to hit a dead end, and to know that there’s room to grow, learn and evolve. By nurturing your talent and providing them with the tools and opportunities, you’re not just retaining employees, you’re building a team of passionate, engaged, and loyal advocates for your organisation. 

The impact of the Employment Rights Bill 

The upcoming Employment Rights Bill presents a raft of potential challenges for employers, but it also offers a fantastic opportunity for employers to gain a competitive edge. Embracing the forthcoming changes and promoting how they are being integrated as a part of your culture, can be an incredibly valuable recruitment tool.  

Claudia Yorath continues: “Top performing employers do not react to change; they prepare and stay one step ahead. Now is the time to dive into your policies, look objectively at your processes, and build a strong foundation to manage staff effectively.”  

Read our Employment Rights Bill Guide to ensure that you’re up to date with the proposed changes and how they’ll impact your organisation. 

The significance of onboarding and probation periods 

One key aspect of the Bill is the introduction of day one rights, including protection from unfair dismissal, the right to statutory sick pay, and entitlement to request certain types of leave. This shift will require employers to rethink their approach to onboarding and probation periods. 

Ashley Scriven continues: “Whilst it is not yet a legal imperative, it’s an opportunity. In order to be really attractive and stand out as an employer of choice, you need to start considering how you could adopt the processes that day one rights would bring about and embrace this as part of your culture, as a differentiator for recruitment and a contributor to retention.” 

Effective onboarding needs to be seen as an ongoing process, not just a three-day welcome event. Given the changes to the timeframe for unfair dismissal claims under the ERB, probation periods become so much more significant. Employers should ensure that new hires receive a thorough induction, with clear expectations, followed up with regular check-ins, and well-defined KPIs.  

Addressing any performance or behavioural issues early in the probation period is essential. A common mistake is allowing a new hire to believe they are meeting expectations, only to surprise them with negative feedback at the end of their probation. By implementing clear and fair policies and processes, employers will minimise risk for the organisation, while also demonstrating a commitment to a fair employment process. 

Proactive legal compliance to minimise risk 

By prioritising proactive legal compliance, organisations can mitigate the risk of costly litigation, protect their reputation and create a workplace that is an attractive long-term option for top talent. 

At Loch Associates Group, we specialise in developing comprehensive solutions to help organisations manage and look after their people and their business. We offer a unique combination of employment, business and immigration law, HR, training and wellbeing, coaching and mediation expertise, ensuring clients have access to a range of services from a single trusted team.  

If you would like to find out more about how Loch Associates Group can help ensure your organisation stays ahead with proactive legal compliance, strategic People Plans or focused training for skills, get in touch.