As we start another year all ECEC services are looking at employee retention – that is, keeping top talent on board – it is becoming critically important to ensure Educators stay for at least 2 to 3 years. As firstly, turnover is tremendously expensive; some experts estimate the costs to be as much as two times an Educators salary. But there are softer costs associated with turnover including lowered productivity and decreased morale among remaining educators. So how can services ensure they keep their staff?
It starts with recruiting. Retention starts from the application process to screening applicants to choosing who to interview. It starts with identifying what aspects of culture and strategy you want to emphasize, and then seeking those out in your candidates. Local Director Letitia Mc Donald discussed with me recently some of her strategies in looking after her staff and ensuring retention. "The longer someone's with your service, the more professional they become and you have a chance to mould them into an effective team"
"You have to look at the bigger picture, and take steps to ensure you're doing it right by making sure each Educator is completely engaged with and part of the services ongoing success," says Letitia.
So how can you choose candidates that are more likely to stay? We have found there are some key indicators right on their resume.

Study Job Histories
One of the first items to look for is how long candidates were at their previous positions. Job-hoppers are something of a gamble. While they might just be looking for the right place to land, a candidate who has had, say, 6 jobs in 6 years is going to be really difficult to retain for any Service. Choosing people with longevity at their previous jobs increases the odds in your favour.
You're looking beyond what's written on the resume. Have they worked at a Service for at least 3 years through ups and downs? That speaks to loyalty, perseverance and engagement.
What Do They Care About
Finding out what your potential Educator cares about can give you insight into their character.
Look for someone who plays team sports, or who has committed to volunteer or [does] activities outside of work. That can help tell you whether they have the mindset to stick with something they really care about.
Clear Paths to Advancement
According to the Wall Street Journal, organizations should promote from within whenever possible. Doing so will not only provide a clear, forward-looking path to greater compensation and responsibility, but will also help Educators feel that they're valued and a crucial part of the services success.

Provide Ongoing Education
Staff development and education is also critical. Whether by providing traineeships for new skills or time in lieu for attending workshops, furthering your staffs education can help them feel valued, important and invested in the service.
"Learning cannot just be an afterthought," says Letitia mc Donald "It must be a core focus of any strong service." "I look to mentoring and coaching staff as a major part of my role as Director".
Offer the Right Benefits
Benefits and perks also play a large role in keeping employees engaged and happy. But benefits should go beyond providing PD days and time in leiu.
For example, consider offering yearly bonus's or other financial awards for employees who exceed performance goals or who stay with you for a certain time period. Or consider offering flexible work schedules or the opportunity to work from home e.g. programming times.
If staff are not able to take leave, or are forced to return to work because of staff shortages, they may become "distracted and resentful. That distraction and resentment can build, and can often drive an otherwise satisfied staff member to consider other options.

Be Transparent and Open
Creating open communication between staff and management can help foster a sense of community and a shared purpose. By holding regular meetings in which staff can offer ideas and ask questions, as well as having an open-door policy that encourages staff to speak frankly with their Directors without fear of repercussion, helps staff feel that they are valued and that their input will be heard.

Get Employee Feedback
Another way to measure employee satisfaction is to periodically survey them. You can do this by using survey monkey, which sends out a single question to a services team at pre-set intervals and then tallies results anonymously.
"Everyone knows that the business changes more than once a year, and so do people," says David Niu, the founder of TINYpulse and TINYHR. "You don't check on your finances or your business strategy once a year. So why do you think you can do that with your people?"
Using a strategy like sending out a brief questionnaire, or single question to employees - such as "What is one process that, if eliminated, could make your job more efficient?" – can help you identify issues early on and rectify them. Says David.
The fact that the employees are being heard, that they are being listened to, is important and can improve retention, even if there's no way the company can address their challenges at the moment.
Sometimes Good Employees Leave
Of course, sometimes turnover is inevitable. People move. They change careers. They get a better offer someplace else.
"It's difficult when we lose someone who's a rock star, but that's one of the things you have to be prepared for," said Director Pam Zagami. "Especially in this industry, which is so competitive! But it's also healthy," she says. "You don't want someone who doesn't want to be there anymore. And its better to support them on their next step in their career."
Retention and the Bottom Line
If your employees feel valued and excited about working at your service, and fairly compensated, they will not want to go elsewhere. Moreover, their commitment and enthusiasm will be evident to your families, says Pam "That enthusiasm, that excitement and that investment comes through in every interaction."